June 17, 2025 • 41 mins
What does it really look like to be the right-hand woman inside a growing, impact-driven online business?
In this episode of The OBM Show, I’m joined by Tovi Vider—Accredited OBM, single mom, and the behind-the-scenes rock of OBM School. Tovi has been our in-house OBM for over four years, and in that time, she’s been at the center of some of the most transformational pivots in our business—from launching the OBM Accreditation to scaling our team and systems from the ground up.
But her journey didn’t start there. Tovi spent years in corporate and worked as a Virtual Assistant before stepping into the OBM role—and realizing she was already doing executive-level work. In her words: “I thought climbing the corporate ladder was my only option. I didn’t know I had a choice until I saw what OBM work could really be.”
🎧 Inside the episode, we cover:
- How Tovi transitioned from VA to OBM (and what clicked for her)
- What a “day in the life” really looks like when you manage ops for a 6-figure training company
- Her experience navigating life as a single mom while leading a fast-paced business
- Why trust, transparency, and ownership are at the core of how she operates
- The behind-the-scenes story of launching the OBM Accreditation during one of our hardest seasons
- How OBM work has changed her life—and helped shape the future of OBM School
This episode is full of honesty, practical insight, and behind-the-scenes reflection. Tovi shares what it means to truly own the OBM role—not just in title, but in responsibility, decision-making, and leadership.
Whether you’re just stepping into OBM work or building the systems to support a growing business, Tovi’s story is proof that being an OBM is about more than just getting things done. It’s about being the person a business can’t run without.
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Thanks for tuning in to The OBM Show — your go-to podcast for Online Business Managers and entrepreneurs who want to scale strategically and sustainably.
If this episode resonated with you, be sure to follow the show and leave a review. It helps more aspiring and established Online Business Managers find this content and grow their businesses with confidence.
✨ Ready to take the next step?
Grab your free OBM Starter Kit → obmschool.com/starter
Explore more tools and trainings → obmschool.com/resources
Learn about becoming a CPD-certified Accredited Online Business Manager → obmaccreditation.com
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Until next time—keep building the business behind the business.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Sarah Noked (00:00):
So welcome back to another day in the life of an
OBM.
I'm here with my OBM today,Tovi Veeder.
She's been our OBM, I think,for the last five years.
four years?
Tovi Vider (00:11):
I think it's four.
It was like right as COVID washitting.
Sarah Noked (00:15):
All right.
So for a while, but Toby and I,our relationship goes way, way,
way back.
Even before I started scalingmy own agency back in, I would
say like 2012, 2013-ish.
So I'm really excited to haveher on today because we're going
to be sharing with you What aday looks like of her in my
(00:36):
business and some of the thingsthat she helps me do.
So welcome, Toby, to today'sday in the life.
Anything to add to who you areand what you do on our team
here?
I'm sure we'll get to all ofit.
There's quite a bit.
Okay, so let's get right oninto it then.
So let's rewind back to like, Ithink like 2014.
(00:56):
Let's say you and I wereworking.
Was it?
I mean, it doesn't need to be
Tovi Vider (01:01):
earlier.
It was earlier because myyoungest was like two.
Sarah Noked (01:05):
Wow.
Okay.
So yeah.
Tovi Vider (01:08):
And he's 14 now.
Sarah Noked (01:10):
So 2012 ish.
Tovi Vider (01:12):
Yeah,
Sarah Noked (01:12):
you and I were working on the same team.
I was the OBM and you werethere.
I
Tovi Vider (01:18):
was actually the VA for him before he was ready to
scale for an OBM.
And I remember him telling methe business is growing.
I need a manager in here.
I have two options.
There's one person who's like,this is what she does.
This is what she studied.
And then there's one who'slike, you know, she's a VA who
does some management stuff.
And I said, go with the one whohas put the investment in and
(01:40):
who, you know, this is what shedoes.
And that's when you came on tothe team.
And then ironically, becausethe person we were working for
is in America, and both of usare in Israel.
So that was just like a funbonus to be in the same time.
Exactly.
Sarah Noked (01:54):
And to be able to like, yeah, it was really great.
Tovi Vider (01:57):
Yeah.
Sarah Noked (01:58):
So we had that client in common.
And I think, you know, throughthat experience, I really got to
know what your skill set waslike.
And it was even obvious to meback then that you had the OBM
potential and that was way moreyour fit.
You know, like most VAs whenyou start, there was like a
little bit of social media,content creation and scheduling.
(02:20):
And the fun thing about thatclient was that he was running
an agency.
So we had a lot of differentmarketing projects going on that
I was responsible for managingand you were responsible for
implementing bits and pieceshere and there.
So that happened.
We had that amazing experiencetogether and then we kind of
both Both went our separateways.
There was a period of timewhere my agency continued
(02:43):
growing.
And then at some point, I madethe decision to get rid of that
client.
I mean, we worked together.
I think it might have beenthree or four years.
But then it was time to partways.
But you and I kept in touch.
And then many, many yearslater, here we are again.
Tovi Vider (03:00):
Actually, we kept in touch because every time that
client came to Israel, we wouldall go out for dinner.
Sarah Noked (03:05):
Right.
Tovi Vider (03:06):
So we kept in touch that way.
And then when you were doingyour thing, going into the
agency, I was going into thecorporate world at that time.
And I think we had stayed intouch.
And then when I was climbingthat corporate ladder and I was
up into the team leadershipstuff, I had actually reached
out to you for coaching onleadership.
Right, right, right.
(03:26):
I
Sarah Noked (03:27):
forgot about that.
Tovi Vider (03:28):
Yes, yes.
And I was still in corporate.
And I just said, you know, Ihave a lot of these limiting
beliefs, and I'm not really surehow to lead a team.
And I know how to do it interms of like the logistical
stuff, but like my personalityjust wasn't there.
So we had spoken while I wasstill in corporate.
And then we started talkingagain about all that.
And then that fateful day whenyou reached out and said, yes.
(03:51):
I
Sarah Noked (03:52):
need a right hand woman.
I know.
I mean, there comes, I think, apoint in everyone's business.
We had OBMs on our team.
We had VAs on our team.
But I really needed somebodywho could be like the OBM of my
business instead of, you know,the OBMs that I was hiring that
were managing other people'sbusinesses.
And because we're both inIsrael, we have that same time
(04:13):
zone.
And I knew that I could bringyou on as an employee.
I was like, this could be greatbecause I know how you work,
Toby.
And I think that's the bestdecision.
in retrospect but you know itwas interesting because it's
always an evolution right ithink that's what i understand
and i think it's a karmicevolution as well because how
incredible was it that we kindof crossed paths again and that
(04:34):
we came into each other's livesin that way because i can't
imagine my life any other way iknow i'm getting really cheesy i
hope i don't cry
Tovi Vider (04:44):
It really has been.
And like, also I had been inthis mindset of like, you know,
the kids were older.
I needed to be like the soleprovider on a lot of levels.
And before COVID, the only wayto do that was really to be
climbing that corporate ladder.
And I didn't even think aboutwhether or not I wanted to.
It was just, this is what youhave to do.
(05:05):
And then, you know, when COVIDhit and you reached out and I
was like, I am so done withthat.
Sarah Noked (05:13):
I guess you weren't really going into the office
Tovi Vider (05:16):
I wasn't going into the office because everything
had moved remote but it waspretty messy and I was just you
know I would have probably stuckit out because that personality
but you know there was another
Sarah Noked (05:28):
option you know we need to make money and put food
on the table so that as well soI don't think it's just your
personality I think it's likethe reality of life that we live
in that it's this catch-22where you know you can't really
you know make a change becauseyou have to make money and so it
just continues in this gridlockRight.
Tovi Vider (05:46):
I mean, I think a lot of people during that time
were laid off and then it forcedthem.
You know, my company also laidoff quite a few people.
You know, it was just a reallyuncertain time.
And I was one of the lucky onesthat stayed.
So it was never in my mind toeven look for anything else.
And then I believe we had maybelike four conversations before
I made any kind of decision.
(06:07):
Right.
Yeah, that was a big one.
They jumped and I have notlooked back.
One of the things I didn'trealize, I think, you know, when
the kids got older and I wasokay, I can hire a babysitter
and I can, you know, travel andall these things.
I think one of the things Ididn't realize now until I'm
(06:27):
back at home full time, besidesfor our planning sessions, is
that my kids still really needme.
They're all teenagers, but likethey really, really need a
parent at home.
If it couldn't happen, we wouldhave all...
managed.
But like just the other day, mydaughter who's 16 said to me,
you know, I had come up to meetyou for our strategy session.
(06:48):
When I got back, she said, Ididn't realize how like, I just
always assume you're around andavailable.
She was like, I'm so lucky.
And I was like, yeah.
Sarah Noked (06:56):
You are lucky.
Your kids, I think, are really,you know, I think they're very
mature.
You've done a great job.
My kids wouldn't know.
Well, they're little.
They wouldn't know.
They're little.
Like, oh, I'm hungry.
Oh, mommy's not here.
But I think it really isimportant because, you know, as
like a single mom, you know, youhave to be available and
present for your kids.
(07:17):
So I think that's just amazing.
Like, I'm a homebody whodoesn't want to leave the house.
So I guess the kids are luckyin that way.
It was always like, oh, I wantto give my kids the stay at home
feeling of, you know, butreally it's no, it just doesn't
want to get trusted.
Tovi Vider (07:30):
No, I really wanted to be a stay at home mom.
Like if I could have, thatwould have been my thing.
I would have been baking andsewing.
Sarah Noked (07:37):
No, totally.
But you know, the reality is,is that we need to have a little
bit of something coming in onthe side to make it work.
And I think that OVM isdefinitely where it's at.
I think we've spent some timereminiscing about the good old
days.
And my God, I mean, it's beenso many years, but yet it feels
(07:58):
like five seconds ago.
But it's really interestingbecause I'm not a woo woo
person.
I feel like I say this all thetime, but I do really believe in
fate and karma and, you know,certain like lines crossing.
I think our paths crossed againfor a very good reason.
And in my business, this waswhen I initially started to
train online business managers.
So when Toby came into mybusiness as an OBM full time, it
(08:22):
was more about helping So Toby,since my memory sucks, I would
love for you to share yourexperience of what it was like
to come on the team at thebeginning, because that was the
time when the courses werereally thriving.
I mean, they're still reallythriving, but the OBM trainings
(08:44):
were just sort of in theirinfancy, but also very popular.
COVID was in the picture.
So there was a real boom withregard to people wanting to
learn.
new skills online.
So what was that like?
Tovi Vider (08:56):
So when I came into your business, and it's crazy to
think about what's happened inthe past for something years, I
came in and there was a businessthere, you had your team, you
had your VA, your tech VA, yourOVMs, your copywriter, your dev
guy, your Facebook ads, people,everything was there.
And the goal when I came in waskind of to take you out of all
(09:19):
the things,
Sarah Noked (09:20):
my OVM, just basically being your own I think
the way that you positioned itis I need a right hand.
And I was like, okay, that Ican do.
The courses were runningsmoothly.
They were, you know, doing whatthey were supposed to do and
helping people the way that youwanted to help them.
When I came in, you had a fullyfunctional team.
And when I came in, it wasabout managing that part.
(09:43):
And everybody on the team hadtheir thing.
You had a VA that was doing thecustomer service.
You had a VA that was doing thetech stuff.
There was the developer whoknew all the bits and pieces and
what needed to happen on theback end.
So the first few months, it wasreally about understanding what
you were doing with them, whatthey were doing and how to
improve things.
So like we say, like the firstthree months, you're just kind
(10:05):
of getting your bearings.
And so I think that that wasthe amount of time.
And then at that point, I waslike, okay, I'm good.
You don't have to be on everymeeting.
You don't have to be doing allthe things.
You don't have to be doing allthe, you know, checking that
everyone's doing their tasks.
And then I don't know if it wasthree months in or six months
in.
At one point, it was threemonths in.
It was three months in.
I don't remember.
It was exactly, ironically,because as OBMs were all about
(10:28):
like 90 day planning at the 90day mark, the shit hit the fan,
Tovi Vider (10:32):
basically.
It was crazy.
It was crazy.
Sarah Noked (10:34):
So I don't often talk about this for obvious
reasons.
without, you know, cussing.
(11:06):
And then that relationship forme kind of dissolved overnight.
And it was very, very upsettingfor me, both on a professional
and on a personal level, becausethat was somebody who had
mentored me for many years, whoI had built things together with
in the online space.
And suddenly our relationshipwas no more.
(11:27):
But I was really thankfulbecause I do believe that
everything happens for a broughtyou on the team three months
earlier, I don't think I wouldhave been able to keep myself
afloat from a managementperspective of my own business
because I was discombobulated.
I was hurt.
I was offended.
(11:49):
I was, you know, all the thingsthere.
But what I really needed wassomebody solid in my business
who could continue cranking outthose wheels and making sure the
team needed to be doing whatthey were doing.
Well, I regrouped and startedto get things moving.
And it really sparked acreativity in me where I could
(12:09):
now focus on my vision for OBMschool.
And then I think that youcoming into the business was a
catalyst for the things to come.
Because one of the things I didwant to mention today was that
all businesses pivot, allbusinesses have good days and
bad days, like it's never astraight path forward.
So when Toby came on to myteam, yes, the shit hit the fan.
(12:30):
Yes, we needed to regroup.
But did I have an amazingpartner?
and still have an amazingpartner to do that with.
And if you weren't on my teamthen, I think I would have just
like folded up and crawled undersome rock somewhere to...
you know throw my hands up belike I'm done guys I'm done I
can't take this anymore it's toomuch pressure but instead we
(12:52):
were able to bring it all backtogether create an incredible
OBM training our OBMaccreditation inside of OBM
school that we continue to putall of our resources and energy
into to make sure that we havelike the best OBM programs
inside of OBM school so it'sbeen a crazy ride I was like oh
Tovi Vider (13:12):
and then just on the side a couple of months later
our tech VA who knew thebusiness inside out and back and
forth was bought out by a theother client that she had been
working for because we had beenworking with her in an agency so
it wasn't even her choicewhether or not to leave she just
had to she was like well thisclient bought me out this is
where I'm going so we lost thatsupport and then there were a
(13:34):
bunch of shifts that needed tohappen but I think something
that from my perspective whenthis all happened and a
partnership like the one thatyou had to me was almost like a
marriage you know it had beenmaybe seven years since my
divorce but I was like you knowgo through it Sarah because it's
It's a big adjustment.
And it's a big thing to gothrough.
(13:54):
And what I could bring to thatby the end of the table is like,
it's just shifting yourperspective of how your life
business, whatever is runningnow.
And even to the point wherelike, it's funny with the whole
90 day thing, because anotherthing that we always tell people
is don't change anything in thefirst 90 days, you have ideas,
(14:14):
jot them down and keep them toyourself.
So when this all happened, andyou were devastated, as you
should be, it In my mind, I waslike, okay, when she's done with
the devastation or when she'sready for this, I had seen a lot
of holes that we could fill,but I was limited in what I
could say because, you know, notstepping on anyone's toes.
(14:36):
So we were able to really startfrom scratch and what an
amazing time to start fromscratch.
Because so much had changed.
Sarah Noked (14:45):
Everything happens for a reason.
And I think this really goes toshow something that I find is
just a reality is like, there'snever a good time for anything,
right?
It couldn't have been a worsetime.
And yet out of all theinconveniences came the most
perfectly aligned new phase ofthe business that to be honest,
you know, I think I was blockingthat evolution from happening
(15:06):
naturally, because I think a lotof us behind the scenes, quote,
unquote, online supportprofessionals, like we're not
visionary, like I I never lookedat myself as a visionary
entrepreneur.
Yeah, I had a vision for mybusiness and for my agency, but
I don't think it wasrevolutionary or unique.
And now I'm in a position whereI have this opportunity to make
these incredible programs andhave them be all...
(15:28):
belonging to OBM school and nothaving to create content and
resources for anybody else orbuild somebody else's business.
I could just focus on buildingmy own because in that
relationship, I was very muchfocused on building someone
else's business as a behind thescenes OBM.
Like that's my...
That is my default.
(15:50):
So when you came on the team, Iwas sort of floundering in a
way, but I really feel like Icouldn't have manifested a
better partner to come into mybusiness at that time.
And it's so funny because Inever even thought about your
divorce and how it related to mylife.
you know, divorce, not from mypartner, but from my business
partner and how your experienceso much channeled into like what
(16:13):
I was going through at the timeand how appropriate and how
magnificent that was, because Idon't think I could have really
done it with anybody else.
I don't know where I would betoday.
I don't know where I wouldhave.
I don't know where I would betoday.
And also, it's so funny becausewhen I was reaching out to you
and I remember feeling like Ineeded you on the team.
(16:35):
100%.
But then there was this otherSarah limiting belief being
like, Sarah, can you really noteven afford to bring this person
on?
But do you have the leadershipto have this person be there
were so many like limitingbeliefs that I had about, you
know, they do I deserve this,you know, like all the things.
So I'm really glad that Idespite the limiting belief and
(16:58):
the doubt in my own ability tomake money and to keep the team
together and to you know, allthe things that I really was at
the end able to make the rightdecision and to bring you on the
team because I was like I don't
Speaker 00 (17:10):
know there were quite a few moments where it was
like
Sarah Noked (17:13):
yeah where I was like
Tovi Vider (17:15):
oh maybe yes maybe no my
Sarah Noked (17:17):
inexperience is showing or you know like some of
the skills that like some of myleadership skills that maybe
aren't so refined are likerearing their ugly head and I'm
like I don't know if I'm readyfor this but I'm glad that I
took the leap of faith because Ithink I really needed to do
that at the time and had I notwho knows where Obie is right
now, right?
Tovi Vider (17:36):
We don't have to worry about
Sarah Noked (17:38):
that.
Right.
Tovi Vider (17:38):
It's all good.
And even with that, and justto, you know, kind of maybe go
into like what that looked like,because I think it took two
years until we reallyunderstood, you know, we're
always...
refining current programs,creating new programs, but
specifically with theaccreditation, where it was
like, we were able to justregroup and be like, what do
(18:00):
people really need and be ableto listen to our students.
I think that that's one of themost important things that we do
in the business is that we haveideas, we do them, and then we
see how it goes and listen tothe feedback.
So we think that XYZ is goingto be so transformative and it's
(18:21):
not.
And people say to us, like,what we really need is ABC.
We're like, all right, on it.
Let's do it.
So I think it took us a goodcouple of years.
And, you know, even within theprogram, like when we started
it, it contained this amount ofinformation.
Then it was like, you know,we're missing this.
So we added that on and weadded that on in this and the
(18:44):
mentors and the support and theextra calls and the calls that
didn't make any sense to keepand just being able to do that
and continue to provide support.
what our students need.
And now, you know, keep youreyes out what business owners
Sarah Noked (18:57):
need.
It's been quite a journey.
And we've been working togetherfor a while.
And I think you've seen thebusiness through so many
iterations.
But I think, yes, being able totake those two years and almost
go back to the drawing boardand completely re-script the OBM
certification program and makeour accreditation the best
(19:17):
program in the market, becausewe're listening to our students,
we're providing practicalsupport, we've got the mentors.
We've got the projects.
We've got the credentials.
And it's been...
So let's pivot a little bithere because we've sort of
talked a lot about, I guess, ourorigin story, you and I.
But I think we need to speak alittle bit more about what it
(19:38):
really looks like on a day today in the business being the
OBM inside of the OBM school andalso working alongside other
OBMs inside of the OBM school.
Tovi Vider (19:50):
So even within that question, there have been
changes because there were yearswhere I was the only OBM
student.
for your company.
And now we actually haveanother OBM that's working and
I'm able to hand off a lot of mystuff and be more alongside you
with the vision of the company,both the agency and the school.
So, you know, there's been alot of changes, but at this
(20:10):
point we're at a place where Ijust feel very fortunate that we
have such a solid team.
And what I will say to the teamis what I think one of the
biggest accomplishments that Ithink your company has to offer
is that there's not one personon the team that doesn't truly
care.
And I think that that's, youknow, As cheesy as it sounds,
and I say this for myself and Isay it for everyone on the team
(20:31):
that I speak to, everybody caresnot only about your business
succeeding, but about thesuccess of the people that we
work with.
And that is a game changer.
that you cannot buy, that youcannot put into a course that
comes from the root of thecompany and very much from you.
I
Sarah Noked (20:48):
think that our leadership style, I think you
are great in leading the team inthat way.
And also I think our companyculture is, If I do toot our own
horn, our company culturereally attracts that kind of
person who is very down to earthand really is hard of service
through and through, like manyof us are, but truly care about
(21:10):
the welfare and success ofothers.
And we really work together asa team.
And, and You know, I thinkbeing on so many other people's
teams over the year and seeingso many weird things and so many
exciting things and interestingthings, the thing that I know
to be true is that when you havea small team, 10 and under, you
(21:30):
know, kind of thing, or fiveand under, five people and
under, they have to be Aplayers.
People who care, people who dothe work, people who say what
they're going to say and do whatthey do and all that stuff.
Because otherwise...
It's very easy to see wherepeople are underperforming and
it just derails the whole mojoof the team.
And I've seen it in a lot ofteams over the years of like,
(21:50):
oh, you know, that person whoisn't aligned with the company
culture is really kind ofmessing up their chemistry,
their team chemistry.
Tovi Vider (21:58):
Absolutely.
Sarah Noked (21:59):
So Toby, tell me a little bit about what a typical
day looks like of you workinginside of our business.
Tovi Vider (22:05):
Well, every day I kind of built my schedule in a
way where like different dayshave different focus.
And because we're in Israel,our schedule is a little
different.
We work Sundays to Thursdays.
So Sunday when everything'squiet elsewhere is my day that I
come on and I take a look atthe project management tool.
And I look at mostly makingsure that the team has
(22:26):
everything that they need to dotheir tasks when they come out
on Monday for the rest of theweek.
So I'm looking at their timelogs.
What have they completed lastweek?
How much time was spent on it?
Was there more time needed fora project than I had
anticipated?
And if so, are thereadjustments that need to happen
in the upcoming week to be ableto allocate the right resources
(22:46):
with the right people?
So that's one of the big thingsthat happens on Sunday in
preparation for Monday and theweek ahead.
I'm also looking at metrics.
I take a look at what happenedthe week before, where we're at,
if there's anything that needsfixing, if, you know, this is
always a good indication ifthere's a glitch somewhere that
needs some support or some, alook into.
(23:06):
And I kind of just make surethat my schedule is okay, that,
you know, I take a look ahead atthe week ahead for myself and
for the rest of the team.
I take a look at, you know, anyfeedback that the mentors have
given that, you any of thestudents that might need
attention.
So I'm kind of just puttingeverything in the right place.
I don't work a full day onSunday.
And in fact, I take someSundays off if and when I can.
(23:28):
But that's what my Sunday lookslike.
Monday and Tuesday are mymeeting days.
It's nonstop meetings betweenthe team members and us.
And it's also when I scheduleany meetings with anyone who
needs within our students oranything like that.
And those are a lot ofmeetings, which means there's a
lot of action items that need togo into the project management
tool for So that's, you know,Monday and Tuesday.
(23:50):
And then alongside that,there's always there's the
customer care, there's theregular stuff that has to happen
every day, regardless, youknow, checking the inboxes,
checking any messages from thedifferent social channels,
checking messages from the team,being able to be on to support
all these different things.
But Monday and Tuesday, I'vebuilt my schedule early
afternoon to evening, so that Ihave my mornings to do my
(24:13):
errands and things like that.
And then the afternoon to theevening, I'm busy with our team
and with our clients also withinthe agency.
I have meetings with thoseclients, usually Tuesdays.
So it's a very heavy...
Sarah Noked (24:26):
Mondays and Tuesdays are a shit show for us
because
Tovi Vider (24:29):
we...
I was going to say interactive,but...
Sarah Noked (24:33):
I know.
I'm like, it's those days wherelike, you got to put your face
on, you got to show up.
So yeah, Mondays and Tuesdays,I think are more of our, I mean,
there is a lot of internalstuff.
But for us, I think it's a lotof external showing up as
Tovi Vider (24:46):
well.
A lot of that.
And then Wednesdays are my SOPdays, my systems day.
Wednesdays
Sarah Noked (24:53):
are the day where I'm not allowed to talk to
Tophie.
She's like, I am.
Because again, when you'recreating SOPs and working on the
systems and the business, itrequires an extra Yeah.
And because SOPs
Tovi Vider (25:14):
always need to be updated and things always need
to be looked at.
And I find, especially as wegrow the team and particularly
when we brought on an OBM tosupport me, where I was like
creating SOPs on the things thatI was doing.
And as I was doing them, I waslike, this could be done better.
Sarah Noked (25:29):
Yeah.
Tovi Vider (25:30):
I was just doing it because that's how I do it, but
I wasn't giving it the thoughtthat it needed in terms of how
to be more efficient or how tobe an easier process.
So Wednesdays are very muchcentered around not only SOPs,
but just in general systems.
So again, like if we have a newthing coming up or if you have
a workshop coming up, somethinglike that.
So Wednesdays, you know, whenI'm creating all the assets and
(25:53):
making sure that the developerhas what he needs and that the
writer has what she needs andthat the VA has what she needs
and everybody just has you know,what they need for whatever
new, not, not the actual assets,but the right projects.
So it's a lot of, you know,just making sure that the
operations, the systems are allgood.
And then Thursdays is kind oflike a wrap up.
(26:13):
It's like a final meetings forthe week.
I do sometimes run workshops orplanning sessions.
If I'm going to do them, I dothem on Thursday because Monday
and Tuesday, there's a certainpoint in meetings where my
brain's just like, I'm done.
Yeah.
And then we have the monthlythings, right?
(26:33):
We have our monthly meetingwith the mentors.
So we have a monthly meeting.
So inside OBM School, we havethree amazing mentors.
They work directly with thestudents.
And because the company hasgrown and the student body has
grown, one of the things that weadded on, which I think has
been really great for ourstudents, is this direct
communication with a specificmentor.
But how do we make sure thateverything's okay?
(26:55):
So we have a monthly call withthe mentors where we go through
who's in the programs and who'sstruggling and what kind of
things they need and howeverybody's doing within the
program to make sure thatthey're following the milestones
to reach their goal of becomingaccredited.
So You know, there are monthlymeetings like that.
There's, you know, all kinds ofthings like that.
Those are also on Tuesdays.
(27:16):
So it's part of the Tuesdayinteraction.
And then Fridays, sometimes Ihop on for a little bit, but
Fridays is usually reserved forpreparing for the weekend with
my family.
We do a pretty solid familyweekend.
Yeah.
Sarah Noked (27:32):
I mean, it's, it's amazing.
Yeah.
how much we get done in a week.
But I think because we havevery much blocked out the days,
as you mentioned, for specificthings, and we have all of our
meetings planned out in advanceand are on the calendar with our
internal and our external teammembers, including our mentors,
our agency OBMs, our agencyclients, because we do have
(27:56):
matchmaking off the back end ofour accreditation program for
those OBMs who want to workinside of our agency.
So there's a lot of differentthings that are happening and we
continue to very much grow inthat way so because this is a
day in the life and I thinkbecause it's really important
for us to be a very transparentabout how we really operate as a
(28:18):
team I think it's reallyimportant to go into some of our
own strategic planning sessionsand as most of you if you're
listening and you're in ourprograms or you've been watching
my YouTube videos you know thatwe're very very big on
strategic planning as OB Weteach it, but we also practice
it inside of the business.
(28:38):
And Tovi and I meet upquarterly in person.
So because we're both inIsrael, we can do that as well.
So we recently had a planningsession at a WeWork space in
Haifa.
Oh my God, it was Monday.
It was earlier
Tovi Vider (28:51):
this week.
It was
Sarah Noked (28:53):
earlier this week.
So we took off a whole Mondayto dedicate to strategic
planning and being able to dothat in person.
And I know some of you guysmight be able to do that with
your clients, but it'sfantastic.
Right, Toby?
I think it's like where themagic really happens.
So let's speak a little bitabout what happens inside of
(29:14):
those strategic planningsessions, because depending on
the time of year, it has adifferent flavor as well.
Tovi Vider (29:19):
Absolutely.
When we meet in December, we'relooking, it's more of an annual
session.
We're setting the goals for theupcoming quarters, not the
upcoming months.
So like, when we meet inDecember, we're doing like the
big rocks, which are like, whatare the goals for Q1?
What are the goals for Q2, Q3,Q4?
So actually, for our annualone, we've done overnight.
(29:41):
So there's one day for planningfor the year.
And then there's one day forplanning for the upcoming
quarter so that we can kind oflike do it all.
So that's stage one.
And then stage two is like whenwe do the quarterly planning
for the upcoming quarter.
So it's like, first of all,you're looking at what your
original goals were.
You're looking at what stepsneeded to happen to get to that
goal.
So if your goal for the end ofQ1 is to bring on a new team
(30:06):
member, then you have toactually think about what that
means for the first month andthe second month and the third
month, the first month we'relooking, the second month we are
onboarding, the third monthwe're training.
And you have to calculate thatinto your other goals because
onboarding and training is...
not time
Sarah Noked (30:26):
consuming yeah
Tovi Vider (30:27):
you need time you need patience you need to not
expect them to be able tounderstand everything from the
get-go even if your sops areperfect
Sarah Noked (30:37):
yeah and even if they're the most intelligent
service
Tovi Vider (30:39):
and even if they're yeah yeah and this is to speak
to either business ownerslooking to hire an ovm or obms
that are working with businessowners this is one of you know
the biggest things that we seewhen we do the matchmaking is
that the expectations in thosefirst three months need to be
really really clearly definedbecause it's not an overnight
magic thing so you know, we haveour onboarding kind of mapped
(31:04):
out very easily.
But when you're thinking aboutbringing a new team member, so
that's, you know, to speak tothat, if you're thinking about
creating a new program orupdating a course, and that's a
goal for Q2, then, you know, inmonth one, we need to be able to
map out the course.
And mapping out a course is awhole thing.
What goes in module one, moduletwo is the flow rate.
(31:24):
And then as we're mapping itout, it's like, actually, that
belonged over here.
This makes more
Sarah Noked (31:29):
sense here.
Do some market research, or dowe need Right.
monthly plans for what'shappening so that expectations
(32:05):
are clear, you can have clearboundary, so that when a
client's like, Oh, well,actually, you know, I need to
launch next week, you can say,actually, that's not on this
plan.
But if you want it to happen,we just need to like, you know,
obviously shift 100 millionthings, but it's about the
client being aware.
Tovi Vider (32:21):
That really speaks to what it means to be because
it's always funny, becauseyou've said this, and I know our
mentor, Julie has said this allthe time that you're an
excellent OBM until you'reYou're in your own business and
then you're your own likenightmare client said with all
the love in my
Sarah Noked (32:37):
heart.
Bring it from the rooftops.
I know.
So
Tovi Vider (32:42):
like, you know, Sarah's like, actually, I think
I want to move the podcast up.
I'll be like, okay, so if we'regoing to do that, let's take a
look at the launch plan.
We have a spreadsheet with allthe quarters lined up.
then we'll have to adjust thisand we'll have to move this and
we'll have to move that.
Is that what you want to do?
And then she's like,
Sarah Noked (33:00):
Oh no, no, no, that's not it at all.
And then everybody's happyagain.
That's how they work.
Yeah.
It's so funny.
Even within OBM school, we'redoing quarterly planning
sessions with our OBMs becausejust that reminded me when you
were saying that is like, youknow, I think the faster you can
view your own business ashaving merit as a business.
And yeah, it's like easy for meto say like, of course it's a
(33:23):
business, right?
But no, Are you treating itlike a business?
You know, do you have yourtasks in your project management
tool?
Are you considering your ownstrategic planning?
Are you organized with yourclients if you're running an
agency and all of that stuff?
So there's so many differentthings that go into planning and
being proactive about planningfor your own business.
Tovi Vider (33:43):
And also being able to adjust if you need to, right?
Because sometimes you plan and
Sarah Noked (33:48):
things...
The shit hits the fan.
And sometimes, like business,you know, we could not foresee
the pandemic.
We could not foresee, you know,me breaking up with a business
partner I had been working withfor years.
And, you know,
Tovi Vider (34:01):
our right-hand VA being bought out.
That was, I mean, I had myphone.
I had to learn the entire backend of our CRM tool because I
knew how CRM tools work.
I had my certificates and I wasa hardcore HubSpot fan and
certified HubSpot user.
(34:22):
So I understood how CRMsworked.
But like when our VA left and Iwas just like understanding all
of the pieces, the tagging, thefields, what happens in which
automation, where everything istalking to each other, that
changed our entire experience.
month of work where I was like,this month, I'm learning the
entire back end of the systembecause our VA is leaving in a
(34:43):
month and I don't know a lot.
Sarah Noked (34:45):
Right, right, right.
Tovi Vider (34:46):
So there's, you know, and that could, yes, it
was all in our systems fault.
There were a lot of
Sarah Noked (34:52):
SOPs and, you know,
Tovi Vider (34:53):
and documented, but I had to take the time to learn
it and to have her available forthe, you know, transfer of
information.
And it was, you know,
Sarah Noked (35:02):
Another insult to injury at that point in the
business.
But I think what doesn't killyou makes you a hell of a lot
stronger.
And as we continue to refinethe way that we run the
accreditation, we just continueto improve it, you know, from
becoming CPD accredited tohaving our micro credentials
(35:24):
with Credly to simulating aclient experience to
incorporating our mentors, likeit really is.
I'm
Tovi Vider (35:30):
moving on to like, even...
Right, and being able tomatchmake, I think it is.
Yeah, it
Sarah Noked (35:41):
is amazing.
And I feel so honored, reallyand truly.
I mean, I can't even express itin words.
I think you know my feelinghere, but I'm just thankful
every day that you came into mylife.
back when we can continue toreally change the lives of
women.
We do have some men in theprogram, but mostly women who
(36:01):
are looking for freedom andflexibility and stability.
And not all of us start off asentrepreneurs.
I mean, you know, we couldprobably a whole discussion for
another time.
But you know, what kind offorces you into these days into
entrepreneurship, because youneed the flexibility, you need
the freedom, and we want meaningin our lives.
So we're Working withmeaningful clients that are
(36:23):
making an impact is huge.
And it's been such a pleasure.
And I always learn so much fromyou, Tovi.
I think it's so important forme to mention, I talk a lot
about how to find clients as anOBM and why it's really
important to find somebody thataligns personally with how you
operate as a human being.
I jokingly say that I nichewith my clients with the
(36:46):
personality thing.
But as somebody who's nowbringing on their own OBM, I see
how that's even more importantbecause we get along human to
human.
Like there's like a level ofrespect, a level of camaraderie,
a level of, you know, like Igot my back.
Tovi Vider (37:01):
And something that also like I'll just speak to
like this relationship that, youknow, OBMs need to have with
their clients, clients withtheir OBMs and just building a
team.
So one of the things that wealways joke about is like that I
am like a very step by step.
Everything needs to line up.
And, you know, it's hard for meto sometimes come out of that.
And something that I've learnedfrom you is that in order for
(37:24):
businesses to really grow, youneed to have that kind of, you
know, messy action.
I don't do mess very well.
My closet is color coordinated.
And I'm like, I'm like flyingat the seat of my
Sarah Noked (37:37):
seat.
You're like, wait a second,wait a second.
This is not following the plan.
And I'm like, no, it's not.
We're going to find opportunityin the problems in our
business.
Tovi Vider (37:46):
Yeah.
So as much as it's important toalign with your clients and
align with your team and allthat, it's all wonderful.
There's also something therewith working with somebody who's
going to call you out on yourcrap and who's going to say, you
want to know what?
It's never going to be perfect.
We just have to try and do it.
And okay, it'll be a littlemessy.
And for me to be able to say toyou, like, this is too messy.
Like that's, you know, that'snot happening.
Sarah Noked (38:08):
Out of my comfort zone, messy.
Yeah.
Yeah, so yeah, you're veryright, Tovi.
And because I definitely Ithink you need to have a strong
respect and camaraderie andunderstand each other's
strengths and weaknesses, butyou also really need to
complement each other.
And it's so funny, thiswouldn't be a day in the life of
an OBM without me mentioningthat Tovi is hands down a better
(38:30):
OBM than me.
Has always been.
She's more organized.
I'm a little bit more chaotic.
And again, you know, we eachbring our special sauce to the
table as OBMs and with ourclients.
So it's so funny, but it'strue, you know, and now that I'm
kind of like...
The client, I'm like, oh God,I'm that annoying client.
(38:51):
Like those clients irritate me.
They're all over the place, butwe have good measures in place.
And again, with the leadershippiece, Tovi will tell me when my
expectations are off or when Iam, you know, making certain
choices in the business thatdon't line up with our goals.
You know, it's really easy tosay to your client, you know, I
hear you on wanting to launchthat new program tomorrow or
(39:14):
yesterday, but we go back to ourgoals that we set for this
quarter, we're really morefocused on refining what we
already have or whatever thatlooks like.
So having the metrics andhaving the goals, you're able to
sort of reframe things for theclient in a way that doesn't
make you the bad guy.
Like don't shoot the messenger,but we said that we were going
(39:35):
to do X, Y, and Z.
So yes, it is very important tomention that you don't have to
be the same person or have thesame personality.
Tovi Vider (39:43):
You have to have the right, the same goals.
So like, you know, or the samethink values.
You know, both of us aremothers, both of us, you know,
kids always come first, nomatter what.
And it doesn't have to bebecause of, you know, a medical
thing.
It could just be like, youknow, I have, I have my day with
my kid today.
I'm not available.
Sarah Noked (40:03):
Right.
Tovi Vider (40:04):
And that's it.
And that's it.
There's no question asked whywe do this.
Cause if not, there are no,there are no emergencies here.
I'm not a doctor.
There's nothing.
So the email is going to go outa little late.
Sarah Noked (40:19):
Okay.
Right.
Nobody got hurt.
Everything is still fine.
We're all alive.
100%.
Yeah, 100%.
So we do really have thebusiness and us have all the
aligned values.
And I think that's such animportant ingredient.
And of course, we can link in,you know, the kinds of clients
to work with as an OBM, butaligned values, revenue, and,
(40:40):
you know, solid business modelare big pieces to look at for
OBMs.
material clients.
Tovi Vider (40:47):
Absolutely.
Sarah Noked (40:48):
So honestly, Toby, we could go on all day long
about what it's like and I'vegot to get some work done.
We've got work to do.
It has been such a pleasure.
Toby, it's been so great havingyou on.
(41:26):
So for those of you who doapply and who do join us inside
of the school, you willdefinitely come across Toby and
all of her wisdom.
She runs our planning sessionsand she is a big part of
everything in the business, butespecially in school.
Thank you for coming on, Toby.
It's been such a pleasure
Tovi Vider (41:43):
having me.
Speaker 01 (41:44):
All right.
We'll see you guys soon.
Bye bye.
So welcome back to another day in the life of an
OBM.
I'm here with my OBM today,Tovi Veeder.
She's been our OBM, I think,for the last five years.
four years?
Tovi Vider (00:11):
I think it's four.
It was like right as COVID washitting.
Sarah Noked (00:15):
All right.
So for a while, but Toby and I,our relationship goes way, way,
way back.
Even before I started scalingmy own agency back in, I would
say like 2012, 2013-ish.
So I'm really excited to haveher on today because we're going
to be sharing with you What aday looks like of her in my
(00:36):
business and some of the thingsthat she helps me do.
So welcome, Toby, to today'sday in the life.
Anything to add to who you areand what you do on our team
here?
I'm sure we'll get to all ofit.
There's quite a bit.
Okay, so let's get right oninto it then.
So let's rewind back to like, Ithink like 2014.
(00:56):
Let's say you and I wereworking.
Was it?
I mean, it doesn't need to be
Tovi Vider (01:01):
earlier.
It was earlier because myyoungest was like two.
Sarah Noked (01:05):
Wow.
Okay.
So yeah.
Tovi Vider (01:08):
And he's 14 now.
Sarah Noked (01:10):
So 2012 ish.
Tovi Vider (01:12):
Yeah,
Sarah Noked (01:12):
you and I were working on the same team.
I was the OBM and you werethere.
I
Tovi Vider (01:18):
was actually the VA for him before he was ready to
scale for an OBM.
And I remember him telling methe business is growing.
I need a manager in here.
I have two options.
There's one person who's like,this is what she does.
This is what she studied.
And then there's one who'slike, you know, she's a VA who
does some management stuff.
And I said, go with the one whohas put the investment in and
(01:40):
who, you know, this is what shedoes.
And that's when you came on tothe team.
And then ironically, becausethe person we were working for
is in America, and both of usare in Israel.
So that was just like a funbonus to be in the same time.
Exactly.
Sarah Noked (01:54):
And to be able to like, yeah, it was really great.
Tovi Vider (01:57):
Yeah.
Sarah Noked (01:58):
So we had that client in common.
And I think, you know, throughthat experience, I really got to
know what your skill set waslike.
And it was even obvious to meback then that you had the OBM
potential and that was way moreyour fit.
You know, like most VAs whenyou start, there was like a
little bit of social media,content creation and scheduling.
(02:20):
And the fun thing about thatclient was that he was running
an agency.
So we had a lot of differentmarketing projects going on that
I was responsible for managingand you were responsible for
implementing bits and pieceshere and there.
So that happened.
We had that amazing experiencetogether and then we kind of
both Both went our separateways.
There was a period of timewhere my agency continued
(02:43):
growing.
And then at some point, I madethe decision to get rid of that
client.
I mean, we worked together.
I think it might have beenthree or four years.
But then it was time to partways.
But you and I kept in touch.
And then many, many yearslater, here we are again.
Tovi Vider (03:00):
Actually, we kept in touch because every time that
client came to Israel, we wouldall go out for dinner.
Sarah Noked (03:05):
Right.
Tovi Vider (03:06):
So we kept in touch that way.
And then when you were doingyour thing, going into the
agency, I was going into thecorporate world at that time.
And I think we had stayed intouch.
And then when I was climbingthat corporate ladder and I was
up into the team leadershipstuff, I had actually reached
out to you for coaching onleadership.
Right, right, right.
(03:26):
I
Sarah Noked (03:27):
forgot about that.
Tovi Vider (03:28):
Yes, yes.
And I was still in corporate.
And I just said, you know, Ihave a lot of these limiting
beliefs, and I'm not really surehow to lead a team.
And I know how to do it interms of like the logistical
stuff, but like my personalityjust wasn't there.
So we had spoken while I wasstill in corporate.
And then we started talkingagain about all that.
And then that fateful day whenyou reached out and said, yes.
(03:51):
I
Sarah Noked (03:52):
need a right hand woman.
I know.
I mean, there comes, I think, apoint in everyone's business.
We had OBMs on our team.
We had VAs on our team.
But I really needed somebodywho could be like the OBM of my
business instead of, you know,the OBMs that I was hiring that
were managing other people'sbusinesses.
And because we're both inIsrael, we have that same time
(04:13):
zone.
And I knew that I could bringyou on as an employee.
I was like, this could be greatbecause I know how you work,
Toby.
And I think that's the bestdecision.
in retrospect but you know itwas interesting because it's
always an evolution right ithink that's what i understand
and i think it's a karmicevolution as well because how
incredible was it that we kindof crossed paths again and that
(04:34):
we came into each other's livesin that way because i can't
imagine my life any other way iknow i'm getting really cheesy i
hope i don't cry
Tovi Vider (04:44):
It really has been.
And like, also I had been inthis mindset of like, you know,
the kids were older.
I needed to be like the soleprovider on a lot of levels.
And before COVID, the only wayto do that was really to be
climbing that corporate ladder.
And I didn't even think aboutwhether or not I wanted to.
It was just, this is what youhave to do.
(05:05):
And then, you know, when COVIDhit and you reached out and I
was like, I am so done withthat.
Sarah Noked (05:13):
I guess you weren't really going into the office
Tovi Vider (05:16):
I wasn't going into the office because everything
had moved remote but it waspretty messy and I was just you
know I would have probably stuckit out because that personality
but you know there was another
Sarah Noked (05:28):
option you know we need to make money and put food
on the table so that as well soI don't think it's just your
personality I think it's likethe reality of life that we live
in that it's this catch-22where you know you can't really
you know make a change becauseyou have to make money and so it
just continues in this gridlockRight.
Tovi Vider (05:46):
I mean, I think a lot of people during that time
were laid off and then it forcedthem.
You know, my company also laidoff quite a few people.
You know, it was just a reallyuncertain time.
And I was one of the lucky onesthat stayed.
So it was never in my mind toeven look for anything else.
And then I believe we had maybelike four conversations before
I made any kind of decision.
(06:07):
Right.
Yeah, that was a big one.
They jumped and I have notlooked back.
One of the things I didn'trealize, I think, you know, when
the kids got older and I wasokay, I can hire a babysitter
and I can, you know, travel andall these things.
I think one of the things Ididn't realize now until I'm
(06:27):
back at home full time, besidesfor our planning sessions, is
that my kids still really needme.
They're all teenagers, but likethey really, really need a
parent at home.
If it couldn't happen, we wouldhave all...
managed.
But like just the other day, mydaughter who's 16 said to me,
you know, I had come up to meetyou for our strategy session.
(06:48):
When I got back, she said, Ididn't realize how like, I just
always assume you're around andavailable.
She was like, I'm so lucky.
And I was like, yeah.
Sarah Noked (06:56):
You are lucky.
Your kids, I think, are really,you know, I think they're very
mature.
You've done a great job.
My kids wouldn't know.
Well, they're little.
They wouldn't know.
They're little.
Like, oh, I'm hungry.
Oh, mommy's not here.
But I think it really isimportant because, you know, as
like a single mom, you know, youhave to be available and
present for your kids.
(07:17):
So I think that's just amazing.
Like, I'm a homebody whodoesn't want to leave the house.
So I guess the kids are luckyin that way.
It was always like, oh, I wantto give my kids the stay at home
feeling of, you know, butreally it's no, it just doesn't
want to get trusted.
Tovi Vider (07:30):
No, I really wanted to be a stay at home mom.
Like if I could have, thatwould have been my thing.
I would have been baking andsewing.
Sarah Noked (07:37):
No, totally.
But you know, the reality is,is that we need to have a little
bit of something coming in onthe side to make it work.
And I think that OVM isdefinitely where it's at.
I think we've spent some timereminiscing about the good old
days.
And my God, I mean, it's beenso many years, but yet it feels
(07:58):
like five seconds ago.
But it's really interestingbecause I'm not a woo woo
person.
I feel like I say this all thetime, but I do really believe in
fate and karma and, you know,certain like lines crossing.
I think our paths crossed againfor a very good reason.
And in my business, this waswhen I initially started to
train online business managers.
So when Toby came into mybusiness as an OBM full time, it
(08:22):
was more about helping So Toby,since my memory sucks, I would
love for you to share yourexperience of what it was like
to come on the team at thebeginning, because that was the
time when the courses werereally thriving.
I mean, they're still reallythriving, but the OBM trainings
(08:44):
were just sort of in theirinfancy, but also very popular.
COVID was in the picture.
So there was a real boom withregard to people wanting to
learn.
new skills online.
So what was that like?
Tovi Vider (08:56):
So when I came into your business, and it's crazy to
think about what's happened inthe past for something years, I
came in and there was a businessthere, you had your team, you
had your VA, your tech VA, yourOVMs, your copywriter, your dev
guy, your Facebook ads, people,everything was there.
And the goal when I came in waskind of to take you out of all
(09:19):
the things,
Sarah Noked (09:20):
my OVM, just basically being your own I think
the way that you positioned itis I need a right hand.
And I was like, okay, that Ican do.
The courses were runningsmoothly.
They were, you know, doing whatthey were supposed to do and
helping people the way that youwanted to help them.
When I came in, you had a fullyfunctional team.
And when I came in, it wasabout managing that part.
(09:43):
And everybody on the team hadtheir thing.
You had a VA that was doing thecustomer service.
You had a VA that was doing thetech stuff.
There was the developer whoknew all the bits and pieces and
what needed to happen on theback end.
So the first few months, it wasreally about understanding what
you were doing with them, whatthey were doing and how to
improve things.
So like we say, like the firstthree months, you're just kind
(10:05):
of getting your bearings.
And so I think that that wasthe amount of time.
And then at that point, I waslike, okay, I'm good.
You don't have to be on everymeeting.
You don't have to be doing allthe things.
You don't have to be doing allthe, you know, checking that
everyone's doing their tasks.
And then I don't know if it wasthree months in or six months
in.
At one point, it was threemonths in.
It was three months in.
I don't remember.
It was exactly, ironically,because as OBMs were all about
(10:28):
like 90 day planning at the 90day mark, the shit hit the fan,
Tovi Vider (10:32):
basically.
It was crazy.
It was crazy.
Sarah Noked (10:34):
So I don't often talk about this for obvious
reasons.
without, you know, cussing.
(11:06):
And then that relationship forme kind of dissolved overnight.
And it was very, very upsettingfor me, both on a professional
and on a personal level, becausethat was somebody who had
mentored me for many years, whoI had built things together with
in the online space.
And suddenly our relationshipwas no more.
(11:27):
But I was really thankfulbecause I do believe that
everything happens for a broughtyou on the team three months
earlier, I don't think I wouldhave been able to keep myself
afloat from a managementperspective of my own business
because I was discombobulated.
I was hurt.
I was offended.
(11:49):
I was, you know, all the thingsthere.
But what I really needed wassomebody solid in my business
who could continue cranking outthose wheels and making sure the
team needed to be doing whatthey were doing.
Well, I regrouped and startedto get things moving.
And it really sparked acreativity in me where I could
(12:09):
now focus on my vision for OBMschool.
And then I think that youcoming into the business was a
catalyst for the things to come.
Because one of the things I didwant to mention today was that
all businesses pivot, allbusinesses have good days and
bad days, like it's never astraight path forward.
So when Toby came on to myteam, yes, the shit hit the fan.
(12:30):
Yes, we needed to regroup.
But did I have an amazingpartner?
and still have an amazingpartner to do that with.
And if you weren't on my teamthen, I think I would have just
like folded up and crawled undersome rock somewhere to...
you know throw my hands up belike I'm done guys I'm done I
can't take this anymore it's toomuch pressure but instead we
(12:52):
were able to bring it all backtogether create an incredible
OBM training our OBMaccreditation inside of OBM
school that we continue to putall of our resources and energy
into to make sure that we havelike the best OBM programs
inside of OBM school so it'sbeen a crazy ride I was like oh
Tovi Vider (13:12):
and then just on the side a couple of months later
our tech VA who knew thebusiness inside out and back and
forth was bought out by a theother client that she had been
working for because we had beenworking with her in an agency so
it wasn't even her choicewhether or not to leave she just
had to she was like well thisclient bought me out this is
where I'm going so we lost thatsupport and then there were a
(13:34):
bunch of shifts that needed tohappen but I think something
that from my perspective whenthis all happened and a
partnership like the one thatyou had to me was almost like a
marriage you know it had beenmaybe seven years since my
divorce but I was like you knowgo through it Sarah because it's
It's a big adjustment.
And it's a big thing to gothrough.
(13:54):
And what I could bring to thatby the end of the table is like,
it's just shifting yourperspective of how your life
business, whatever is runningnow.
And even to the point wherelike, it's funny with the whole
90 day thing, because anotherthing that we always tell people
is don't change anything in thefirst 90 days, you have ideas,
(14:14):
jot them down and keep them toyourself.
So when this all happened, andyou were devastated, as you
should be, it In my mind, I waslike, okay, when she's done with
the devastation or when she'sready for this, I had seen a lot
of holes that we could fill,but I was limited in what I
could say because, you know, notstepping on anyone's toes.
(14:36):
So we were able to really startfrom scratch and what an
amazing time to start fromscratch.
Because so much had changed.
Sarah Noked (14:45):
Everything happens for a reason.
And I think this really goes toshow something that I find is
just a reality is like, there'snever a good time for anything,
right?
It couldn't have been a worsetime.
And yet out of all theinconveniences came the most
perfectly aligned new phase ofthe business that to be honest,
you know, I think I was blockingthat evolution from happening
(15:06):
naturally, because I think a lotof us behind the scenes, quote,
unquote, online supportprofessionals, like we're not
visionary, like I I never lookedat myself as a visionary
entrepreneur.
Yeah, I had a vision for mybusiness and for my agency, but
I don't think it wasrevolutionary or unique.
And now I'm in a position whereI have this opportunity to make
these incredible programs andhave them be all...
(15:28):
belonging to OBM school and nothaving to create content and
resources for anybody else orbuild somebody else's business.
I could just focus on buildingmy own because in that
relationship, I was very muchfocused on building someone
else's business as a behind thescenes OBM.
Like that's my...
That is my default.
(15:50):
So when you came on the team, Iwas sort of floundering in a
way, but I really feel like Icouldn't have manifested a
better partner to come into mybusiness at that time.
And it's so funny because Inever even thought about your
divorce and how it related to mylife.
you know, divorce, not from mypartner, but from my business
partner and how your experienceso much channeled into like what
(16:13):
I was going through at the timeand how appropriate and how
magnificent that was, because Idon't think I could have really
done it with anybody else.
I don't know where I would betoday.
I don't know where I wouldhave.
I don't know where I would betoday.
And also, it's so funny becausewhen I was reaching out to you
and I remember feeling like Ineeded you on the team.
(16:35):
100%.
But then there was this otherSarah limiting belief being
like, Sarah, can you really noteven afford to bring this person
on?
But do you have the leadershipto have this person be there
were so many like limitingbeliefs that I had about, you
know, they do I deserve this,you know, like all the things.
So I'm really glad that Idespite the limiting belief and
(16:58):
the doubt in my own ability tomake money and to keep the team
together and to you know, allthe things that I really was at
the end able to make the rightdecision and to bring you on the
team because I was like I don't
Speaker 00 (17:10):
know there were quite a few moments where it was
like
Sarah Noked (17:13):
yeah where I was like
Tovi Vider (17:15):
oh maybe yes maybe no my
Sarah Noked (17:17):
inexperience is showing or you know like some of
the skills that like some of myleadership skills that maybe
aren't so refined are likerearing their ugly head and I'm
like I don't know if I'm readyfor this but I'm glad that I
took the leap of faith because Ithink I really needed to do
that at the time and had I notwho knows where Obie is right
now, right?
Tovi Vider (17:36):
We don't have to worry about
Sarah Noked (17:38):
that.
Right.
Tovi Vider (17:38):
It's all good.
And even with that, and justto, you know, kind of maybe go
into like what that looked like,because I think it took two
years until we reallyunderstood, you know, we're
always...
refining current programs,creating new programs, but
specifically with theaccreditation, where it was
like, we were able to justregroup and be like, what do
(18:00):
people really need and be ableto listen to our students.
I think that that's one of themost important things that we do
in the business is that we haveideas, we do them, and then we
see how it goes and listen tothe feedback.
So we think that XYZ is goingto be so transformative and it's
(18:21):
not.
And people say to us, like,what we really need is ABC.
We're like, all right, on it.
Let's do it.
So I think it took us a goodcouple of years.
And, you know, even within theprogram, like when we started
it, it contained this amount ofinformation.
Then it was like, you know,we're missing this.
So we added that on and weadded that on in this and the
(18:44):
mentors and the support and theextra calls and the calls that
didn't make any sense to keepand just being able to do that
and continue to provide support.
what our students need.
And now, you know, keep youreyes out what business owners
Sarah Noked (18:57):
need.
It's been quite a journey.
And we've been working togetherfor a while.
And I think you've seen thebusiness through so many
iterations.
But I think, yes, being able totake those two years and almost
go back to the drawing boardand completely re-script the OBM
certification program and makeour accreditation the best
(19:17):
program in the market, becausewe're listening to our students,
we're providing practicalsupport, we've got the mentors.
We've got the projects.
We've got the credentials.
And it's been...
So let's pivot a little bithere because we've sort of
talked a lot about, I guess, ourorigin story, you and I.
But I think we need to speak alittle bit more about what it
(19:38):
really looks like on a day today in the business being the
OBM inside of the OBM school andalso working alongside other
OBMs inside of the OBM school.
Tovi Vider (19:50):
So even within that question, there have been
changes because there were yearswhere I was the only OBM
student.
for your company.
And now we actually haveanother OBM that's working and
I'm able to hand off a lot of mystuff and be more alongside you
with the vision of the company,both the agency and the school.
So, you know, there's been alot of changes, but at this
(20:10):
point we're at a place where Ijust feel very fortunate that we
have such a solid team.
And what I will say to the teamis what I think one of the
biggest accomplishments that Ithink your company has to offer
is that there's not one personon the team that doesn't truly
care.
And I think that that's, youknow, As cheesy as it sounds,
and I say this for myself and Isay it for everyone on the team
(20:31):
that I speak to, everybody caresnot only about your business
succeeding, but about thesuccess of the people that we
work with.
And that is a game changer.
that you cannot buy, that youcannot put into a course that
comes from the root of thecompany and very much from you.
I
Sarah Noked (20:48):
think that our leadership style, I think you
are great in leading the team inthat way.
And also I think our companyculture is, If I do toot our own
horn, our company culturereally attracts that kind of
person who is very down to earthand really is hard of service
through and through, like manyof us are, but truly care about
(21:10):
the welfare and success ofothers.
And we really work together asa team.
And, and You know, I thinkbeing on so many other people's
teams over the year and seeingso many weird things and so many
exciting things and interestingthings, the thing that I know
to be true is that when you havea small team, 10 and under, you
(21:30):
know, kind of thing, or fiveand under, five people and
under, they have to be Aplayers.
People who care, people who dothe work, people who say what
they're going to say and do whatthey do and all that stuff.
Because otherwise...
It's very easy to see wherepeople are underperforming and
it just derails the whole mojoof the team.
And I've seen it in a lot ofteams over the years of like,
(21:50):
oh, you know, that person whoisn't aligned with the company
culture is really kind ofmessing up their chemistry,
their team chemistry.
Tovi Vider (21:58):
Absolutely.
Sarah Noked (21:59):
So Toby, tell me a little bit about what a typical
day looks like of you workinginside of our business.
Tovi Vider (22:05):
Well, every day I kind of built my schedule in a
way where like different dayshave different focus.
And because we're in Israel,our schedule is a little
different.
We work Sundays to Thursdays.
So Sunday when everything'squiet elsewhere is my day that I
come on and I take a look atthe project management tool.
And I look at mostly makingsure that the team has
(22:26):
everything that they need to dotheir tasks when they come out
on Monday for the rest of theweek.
So I'm looking at their timelogs.
What have they completed lastweek?
How much time was spent on it?
Was there more time needed fora project than I had
anticipated?
And if so, are thereadjustments that need to happen
in the upcoming week to be ableto allocate the right resources
(22:46):
with the right people?
So that's one of the big thingsthat happens on Sunday in
preparation for Monday and theweek ahead.
I'm also looking at metrics.
I take a look at what happenedthe week before, where we're at,
if there's anything that needsfixing, if, you know, this is
always a good indication ifthere's a glitch somewhere that
needs some support or some, alook into.
(23:06):
And I kind of just make surethat my schedule is okay, that,
you know, I take a look ahead atthe week ahead for myself and
for the rest of the team.
I take a look at, you know, anyfeedback that the mentors have
given that, you any of thestudents that might need
attention.
So I'm kind of just puttingeverything in the right place.
I don't work a full day onSunday.
And in fact, I take someSundays off if and when I can.
(23:28):
But that's what my Sunday lookslike.
Monday and Tuesday are mymeeting days.
It's nonstop meetings betweenthe team members and us.
And it's also when I scheduleany meetings with anyone who
needs within our students oranything like that.
And those are a lot ofmeetings, which means there's a
lot of action items that need togo into the project management
tool for So that's, you know,Monday and Tuesday.
(23:50):
And then alongside that,there's always there's the
customer care, there's theregular stuff that has to happen
every day, regardless, youknow, checking the inboxes,
checking any messages from thedifferent social channels,
checking messages from the team,being able to be on to support
all these different things.
But Monday and Tuesday, I'vebuilt my schedule early
afternoon to evening, so that Ihave my mornings to do my
(24:13):
errands and things like that.
And then the afternoon to theevening, I'm busy with our team
and with our clients also withinthe agency.
I have meetings with thoseclients, usually Tuesdays.
So it's a very heavy...
Sarah Noked (24:26):
Mondays and Tuesdays are a shit show for us
because
Tovi Vider (24:29):
we...
I was going to say interactive,but...
Sarah Noked (24:33):
I know.
I'm like, it's those days wherelike, you got to put your face
on, you got to show up.
So yeah, Mondays and Tuesdays,I think are more of our, I mean,
there is a lot of internalstuff.
But for us, I think it's a lotof external showing up as
Tovi Vider (24:46):
well.
A lot of that.
And then Wednesdays are my SOPdays, my systems day.
Wednesdays
Sarah Noked (24:53):
are the day where I'm not allowed to talk to
Tophie.
She's like, I am.
Because again, when you'recreating SOPs and working on the
systems and the business, itrequires an extra Yeah.
And because SOPs
Tovi Vider (25:14):
always need to be updated and things always need
to be looked at.
And I find, especially as wegrow the team and particularly
when we brought on an OBM tosupport me, where I was like
creating SOPs on the things thatI was doing.
And as I was doing them, I waslike, this could be done better.
Sarah Noked (25:29):
Yeah.
Tovi Vider (25:30):
I was just doing it because that's how I do it, but
I wasn't giving it the thoughtthat it needed in terms of how
to be more efficient or how tobe an easier process.
So Wednesdays are very muchcentered around not only SOPs,
but just in general systems.
So again, like if we have a newthing coming up or if you have
a workshop coming up, somethinglike that.
So Wednesdays, you know, whenI'm creating all the assets and
(25:53):
making sure that the developerhas what he needs and that the
writer has what she needs andthat the VA has what she needs
and everybody just has you know,what they need for whatever
new, not, not the actual assets,but the right projects.
So it's a lot of, you know,just making sure that the
operations, the systems are allgood.
And then Thursdays is kind oflike a wrap up.
(26:13):
It's like a final meetings forthe week.
I do sometimes run workshops orplanning sessions.
If I'm going to do them, I dothem on Thursday because Monday
and Tuesday, there's a certainpoint in meetings where my
brain's just like, I'm done.
Yeah.
And then we have the monthlythings, right?
(26:33):
We have our monthly meetingwith the mentors.
So we have a monthly meeting.
So inside OBM School, we havethree amazing mentors.
They work directly with thestudents.
And because the company hasgrown and the student body has
grown, one of the things that weadded on, which I think has
been really great for ourstudents, is this direct
communication with a specificmentor.
But how do we make sure thateverything's okay?
(26:55):
So we have a monthly call withthe mentors where we go through
who's in the programs and who'sstruggling and what kind of
things they need and howeverybody's doing within the
program to make sure thatthey're following the milestones
to reach their goal of becomingaccredited.
So You know, there are monthlymeetings like that.
There's, you know, all kinds ofthings like that.
Those are also on Tuesdays.
(27:16):
So it's part of the Tuesdayinteraction.
And then Fridays, sometimes Ihop on for a little bit, but
Fridays is usually reserved forpreparing for the weekend with
my family.
We do a pretty solid familyweekend.
Yeah.
Sarah Noked (27:32):
I mean, it's, it's amazing.
Yeah.
how much we get done in a week.
But I think because we havevery much blocked out the days,
as you mentioned, for specificthings, and we have all of our
meetings planned out in advanceand are on the calendar with our
internal and our external teammembers, including our mentors,
our agency OBMs, our agencyclients, because we do have
(27:56):
matchmaking off the back end ofour accreditation program for
those OBMs who want to workinside of our agency.
So there's a lot of differentthings that are happening and we
continue to very much grow inthat way so because this is a
day in the life and I thinkbecause it's really important
for us to be a very transparentabout how we really operate as a
(28:18):
team I think it's reallyimportant to go into some of our
own strategic planning sessionsand as most of you if you're
listening and you're in ourprograms or you've been watching
my YouTube videos you know thatwe're very very big on
strategic planning as OB Weteach it, but we also practice
it inside of the business.
(28:38):
And Tovi and I meet upquarterly in person.
So because we're both inIsrael, we can do that as well.
So we recently had a planningsession at a WeWork space in
Haifa.
Oh my God, it was Monday.
It was earlier
Tovi Vider (28:51):
this week.
It was
Sarah Noked (28:53):
earlier this week.
So we took off a whole Mondayto dedicate to strategic
planning and being able to dothat in person.
And I know some of you guysmight be able to do that with
your clients, but it'sfantastic.
Right, Toby?
I think it's like where themagic really happens.
So let's speak a little bitabout what happens inside of
(29:14):
those strategic planningsessions, because depending on
the time of year, it has adifferent flavor as well.
Tovi Vider (29:19):
Absolutely.
When we meet in December, we'relooking, it's more of an annual
session.
We're setting the goals for theupcoming quarters, not the
upcoming months.
So like, when we meet inDecember, we're doing like the
big rocks, which are like, whatare the goals for Q1?
What are the goals for Q2, Q3,Q4?
So actually, for our annualone, we've done overnight.
(29:41):
So there's one day for planningfor the year.
And then there's one day forplanning for the upcoming
quarter so that we can kind oflike do it all.
So that's stage one.
And then stage two is like whenwe do the quarterly planning
for the upcoming quarter.
So it's like, first of all,you're looking at what your
original goals were.
You're looking at what stepsneeded to happen to get to that
goal.
So if your goal for the end ofQ1 is to bring on a new team
(30:06):
member, then you have toactually think about what that
means for the first month andthe second month and the third
month, the first month we'relooking, the second month we are
onboarding, the third monthwe're training.
And you have to calculate thatinto your other goals because
onboarding and training is...
not time
Sarah Noked (30:26):
consuming yeah
Tovi Vider (30:27):
you need time you need patience you need to not
expect them to be able tounderstand everything from the
get-go even if your sops areperfect
Sarah Noked (30:37):
yeah and even if they're the most intelligent
service
Tovi Vider (30:39):
and even if they're yeah yeah and this is to speak
to either business ownerslooking to hire an ovm or obms
that are working with businessowners this is one of you know
the biggest things that we seewhen we do the matchmaking is
that the expectations in thosefirst three months need to be
really really clearly definedbecause it's not an overnight
magic thing so you know, we haveour onboarding kind of mapped
(31:04):
out very easily.
But when you're thinking aboutbringing a new team member, so
that's, you know, to speak tothat, if you're thinking about
creating a new program orupdating a course, and that's a
goal for Q2, then, you know, inmonth one, we need to be able to
map out the course.
And mapping out a course is awhole thing.
What goes in module one, moduletwo is the flow rate.
(31:24):
And then as we're mapping itout, it's like, actually, that
belonged over here.
This makes more
Sarah Noked (31:29):
sense here.
Do some market research, or dowe need Right.
monthly plans for what'shappening so that expectations
(32:05):
are clear, you can have clearboundary, so that when a
client's like, Oh, well,actually, you know, I need to
launch next week, you can say,actually, that's not on this
plan.
But if you want it to happen,we just need to like, you know,
obviously shift 100 millionthings, but it's about the
client being aware.
Tovi Vider (32:21):
That really speaks to what it means to be because
it's always funny, becauseyou've said this, and I know our
mentor, Julie has said this allthe time that you're an
excellent OBM until you'reYou're in your own business and
then you're your own likenightmare client said with all
the love in my
Sarah Noked (32:37):
heart.
Bring it from the rooftops.
I know.
So
Tovi Vider (32:42):
like, you know, Sarah's like, actually, I think
I want to move the podcast up.
I'll be like, okay, so if we'regoing to do that, let's take a
look at the launch plan.
We have a spreadsheet with allthe quarters lined up.
then we'll have to adjust thisand we'll have to move this and
we'll have to move that.
Is that what you want to do?
And then she's like,
Sarah Noked (33:00):
Oh no, no, no, that's not it at all.
And then everybody's happyagain.
That's how they work.
Yeah.
It's so funny.
Even within OBM school, we'redoing quarterly planning
sessions with our OBMs becausejust that reminded me when you
were saying that is like, youknow, I think the faster you can
view your own business ashaving merit as a business.
And yeah, it's like easy for meto say like, of course it's a
(33:23):
business, right?
But no, Are you treating itlike a business?
You know, do you have yourtasks in your project management
tool?
Are you considering your ownstrategic planning?
Are you organized with yourclients if you're running an
agency and all of that stuff?
So there's so many differentthings that go into planning and
being proactive about planningfor your own business.
Tovi Vider (33:43):
And also being able to adjust if you need to, right?
Because sometimes you plan and
Sarah Noked (33:48):
things...
The shit hits the fan.
And sometimes, like business,you know, we could not foresee
the pandemic.
We could not foresee, you know,me breaking up with a business
partner I had been working withfor years.
And, you know,
Tovi Vider (34:01):
our right-hand VA being bought out.
That was, I mean, I had myphone.
I had to learn the entire backend of our CRM tool because I
knew how CRM tools work.
I had my certificates and I wasa hardcore HubSpot fan and
certified HubSpot user.
(34:22):
So I understood how CRMsworked.
But like when our VA left and Iwas just like understanding all
of the pieces, the tagging, thefields, what happens in which
automation, where everything istalking to each other, that
changed our entire experience.
month of work where I was like,this month, I'm learning the
entire back end of the systembecause our VA is leaving in a
(34:43):
month and I don't know a lot.
Sarah Noked (34:45):
Right, right, right.
Tovi Vider (34:46):
So there's, you know, and that could, yes, it
was all in our systems fault.
There were a lot of
Sarah Noked (34:52):
SOPs and, you know,
Tovi Vider (34:53):
and documented, but I had to take the time to learn
it and to have her available forthe, you know, transfer of
information.
And it was, you know,
Sarah Noked (35:02):
Another insult to injury at that point in the
business.
But I think what doesn't killyou makes you a hell of a lot
stronger.
And as we continue to refinethe way that we run the
accreditation, we just continueto improve it, you know, from
becoming CPD accredited tohaving our micro credentials
(35:24):
with Credly to simulating aclient experience to
incorporating our mentors, likeit really is.
I'm
Tovi Vider (35:30):
moving on to like, even...
Right, and being able tomatchmake, I think it is.
Yeah, it
Sarah Noked (35:41):
is amazing.
And I feel so honored, reallyand truly.
I mean, I can't even express itin words.
I think you know my feelinghere, but I'm just thankful
every day that you came into mylife.
back when we can continue toreally change the lives of
women.
We do have some men in theprogram, but mostly women who
(36:01):
are looking for freedom andflexibility and stability.
And not all of us start off asentrepreneurs.
I mean, you know, we couldprobably a whole discussion for
another time.
But you know, what kind offorces you into these days into
entrepreneurship, because youneed the flexibility, you need
the freedom, and we want meaningin our lives.
So we're Working withmeaningful clients that are
(36:23):
making an impact is huge.
And it's been such a pleasure.
And I always learn so much fromyou, Tovi.
I think it's so important forme to mention, I talk a lot
about how to find clients as anOBM and why it's really
important to find somebody thataligns personally with how you
operate as a human being.
I jokingly say that I nichewith my clients with the
(36:46):
personality thing.
But as somebody who's nowbringing on their own OBM, I see
how that's even more importantbecause we get along human to
human.
Like there's like a level ofrespect, a level of camaraderie,
a level of, you know, like Igot my back.
Tovi Vider (37:01):
And something that also like I'll just speak to
like this relationship that, youknow, OBMs need to have with
their clients, clients withtheir OBMs and just building a
team.
So one of the things that wealways joke about is like that I
am like a very step by step.
Everything needs to line up.
And, you know, it's hard for meto sometimes come out of that.
And something that I've learnedfrom you is that in order for
(37:24):
businesses to really grow, youneed to have that kind of, you
know, messy action.
I don't do mess very well.
My closet is color coordinated.
And I'm like, I'm like flyingat the seat of my
Sarah Noked (37:37):
seat.
You're like, wait a second,wait a second.
This is not following the plan.
And I'm like, no, it's not.
We're going to find opportunityin the problems in our
business.
Tovi Vider (37:46):
Yeah.
So as much as it's important toalign with your clients and
align with your team and allthat, it's all wonderful.
There's also something therewith working with somebody who's
going to call you out on yourcrap and who's going to say, you
want to know what?
It's never going to be perfect.
We just have to try and do it.
And okay, it'll be a littlemessy.
And for me to be able to say toyou, like, this is too messy.
Like that's, you know, that'snot happening.
Sarah Noked (38:08):
Out of my comfort zone, messy.
Yeah.
Yeah, so yeah, you're veryright, Tovi.
And because I definitely Ithink you need to have a strong
respect and camaraderie andunderstand each other's
strengths and weaknesses, butyou also really need to
complement each other.
And it's so funny, thiswouldn't be a day in the life of
an OBM without me mentioningthat Tovi is hands down a better
(38:30):
OBM than me.
Has always been.
She's more organized.
I'm a little bit more chaotic.
And again, you know, we eachbring our special sauce to the
table as OBMs and with ourclients.
So it's so funny, but it'strue, you know, and now that I'm
kind of like...
The client, I'm like, oh God,I'm that annoying client.
(38:51):
Like those clients irritate me.
They're all over the place, butwe have good measures in place.
And again, with the leadershippiece, Tovi will tell me when my
expectations are off or when Iam, you know, making certain
choices in the business thatdon't line up with our goals.
You know, it's really easy tosay to your client, you know, I
hear you on wanting to launchthat new program tomorrow or
(39:14):
yesterday, but we go back to ourgoals that we set for this
quarter, we're really morefocused on refining what we
already have or whatever thatlooks like.
So having the metrics andhaving the goals, you're able to
sort of reframe things for theclient in a way that doesn't
make you the bad guy.
Like don't shoot the messenger,but we said that we were going
(39:35):
to do X, Y, and Z.
So yes, it is very important tomention that you don't have to
be the same person or have thesame personality.
Tovi Vider (39:43):
You have to have the right, the same goals.
So like, you know, or the samethink values.
You know, both of us aremothers, both of us, you know,
kids always come first, nomatter what.
And it doesn't have to bebecause of, you know, a medical
thing.
It could just be like, youknow, I have, I have my day with
my kid today.
I'm not available.
Sarah Noked (40:03):
Right.
Tovi Vider (40:04):
And that's it.
And that's it.
There's no question asked whywe do this.
Cause if not, there are no,there are no emergencies here.
I'm not a doctor.
There's nothing.
So the email is going to go outa little late.
Sarah Noked (40:19):
Okay.
Right.
Nobody got hurt.
Everything is still fine.
We're all alive.
100%.
Yeah, 100%.
So we do really have thebusiness and us have all the
aligned values.
And I think that's such animportant ingredient.
And of course, we can link in,you know, the kinds of clients
to work with as an OBM, butaligned values, revenue, and,
(40:40):
you know, solid business modelare big pieces to look at for
OBMs.
material clients.
Tovi Vider (40:47):
Absolutely.
Sarah Noked (40:48):
So honestly, Toby, we could go on all day long
about what it's like and I'vegot to get some work done.
We've got work to do.
It has been such a pleasure.
Toby, it's been so great havingyou on.
(41:26):
So for those of you who doapply and who do join us inside
of the school, you willdefinitely come across Toby and
all of her wisdom.
She runs our planning sessionsand she is a big part of
everything in the business, butespecially in school.
Thank you for coming on, Toby.
It's been such a pleasure
Tovi Vider (41:43):
having me.
Speaker 01 (41:44):
All right.
We'll see you guys soon.
Bye bye.
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