256. Putting Your Name on the Work w/ Dermot Buffini

Can this technology support a principle that I believe in?


This is a critical question — but one that’s not asked often enough in our race to evaluate, acquire, and implement new tools into our businesses. We talk with Dermot Buffini, CEO of Buffini & Co. who shares the importance of excellence. When you’re making a business decision, are you putting your name to the work you do? Odds are, if you’re not, you have much room for improvement regarding customer experience.


Join us as we discuss:

• Why a focus on excellence will be your best differentiator
• How to build and maintain high-quality relationships and service even with rapid scaling
• How to recognize your strengths and break out of a commodity market for long-term success
• Why fads and new technologies aren’t necessarily the golden key
• Why time and relationships are some of the most important commodities

More information about Dermot Buffini and today’s topics:

• LinkedIn Profile: https://www.linkedin.com/in/dermot-buffini-04316431/
• Company Website: https://www.buffiniandcompany.com/
• Other Relevant Links: Free Business Consultation; The Masters

Episode Transcript

(00:04):
The single most important thing you cando today is to create and deliver a
better experience for your customers. Learnhow sales, marketing and customer success experts
create internal alignment, achieve desired outcomes, and exceed customer expectations in a personal
and human way. This is theCustomer Experience Podcast. Here's your host,

(00:24):
Ethan Butte. Can this technology supporta principle that I believe in A critical
question, but one that is notasked often enough in our race to evaluate,
acquire, and implement new tools intoour businesses. The spirit behind that
question comes to life in this conversation. Our guest is an executive coach as

(00:45):
well as the CEO of Bufenian Company, the largest coaching and training company in
North America. Among the topics I'lltry to get to today, we'll see
where it goes our humans, technology, differentiation and commoditize markets and time management.
Dermot Buffini. Welcome to the CustomerExperience Podcast. Thanks the million,
Nathan. Great to see you andthanks for having me on. Yeah,

(01:06):
great to see you too. Aswe were talking before I hit record.
This conversation feels overdue, but I'mglad it's happening today and where we always
start is with customer experience. WhenI say that, what does it mean
to you? Well, I thinkwhat it means to us a buffini comean
just in simple terms is just providean excellence in all we do so that
the customer is excited, they achievetheir goals. And we not only are

(01:29):
in their business, we are intheir retained business. We are in their
trust and then their referrals. Sothat's as simple as I can make and
that's what we try and do.Okay, peel into that a little bit
like when did this term come ontoyour radar? Because excellence seems like something
you've probably been striving for most ofyour life adult life at least, but
probably throughout your life. When didthis come onto your radar as something to

(01:52):
operationalize or is it just more ofa cultural ethos? Probably a little bit
of both, but you know,not to be glib, but I would
say years of age. Okay,maybe some folks who are listening are like,
what's hold? I was like,what's this guy's last name? And
what's that accent? He speaks allfunny? What's what's up with him?
So? You know, our families, we grew up in Ireland. We

(02:13):
grew up in Dublin, southside ofDublin, five boys, one girl.
Mom was a house maker and ahomemaker and dad was a painter and decorator.
But we had one challenge, whichwas and one opportunity. You know,
our last name grown up in Irelandwasn't Murphy. You know, there's
four million people in Ireland, threepoint eight million of them are probably Murphy's

(02:34):
and there was eight families with thelast name Buffini. And so our father
used to say to us, listen, you have no choice but to do
a great job for people. Andif you do a great job for people,
and if you take care of themand you look after them, well
guess what, you're going to beeasily found because they're gonna flip the phone
book and they're going to look down. They go there, they are right
there. Now. The downside ofthat is if you don't take care of

(02:57):
people, and if you're not ethical, and if you're not doing the right
thing, if you got a badname, they can flip the book and
they can find you. So ourfather used talked to us about putting your
name to the work that you did. So when you painted a house,
it wasn't it. We just didn'tpaint the walls. We replaced the light
bulbs, We cleaned the windows,we dusted down the shelves, We did
all the things that candidly the personwho owned the home or the build the

(03:19):
office building that we worked in neverdid. So when they walked in to
the room, they thought, whatdid they sprinkle pixie dust in here?
Or what's the story? It wasn'tjust about the paint. It was about
excellence, but it was about puttingour name to the work. And if
myself and Brian, for instance,we were working in a you know,
doing a paint job with my dad, you know, we wanted to get
it done fast, but we knewthe question was coming because we'd say,

(03:42):
hey, that are we good?This look good? And he asked the
question, can you put your nameto the work that you're doing? And
it was a it was a standardof quality. And what he was really
asking Ethan, was are you goingto put my name to it? So
again, sorry for the long story, but that's kind of the background to
our business and our philosophy. Andnow with two hundred and fifty people who
work with us here in carls ByCalifornia and all got coaches out in twenty

(04:04):
states. They put their name tous, we put our name to them,
and together we've got to provide sucha service to our clients and help
them succeed, so that we're allproud of the fact that we put our
name to it. So that's kindof it's being ingrained into me since and
bees into us, since they're eightlove it and I love this. Put
your name to it. I feellike this is something that everyone intuitively knows.

(04:28):
But I also feel like excellence isharder to come by, certainly harder
to come by than it was twentyyears ago. I don't know if I'm
being fair about that. But inyour view, because you have a I
mean, obviously you're a consumer ofall kinds of products and services yourself.
You have a family, You're alsorunning a business. You're also coaching people
in a wide variety of business.You have a unique perspective on this,

(04:49):
Like do you feel like excellence isas present today as it has been?
And if not? Like, whereare the gaps around people being willing to
put their name on things? Isthat people aren't being brought up the right
way? Is that company cultures don'tsupport it. Like, sure, A
few thoughts on that, because Iso appreciate your approach and I don't feel

(05:10):
like I see it as often asI want to. Well, yeah,
I just think I think it's awareness, right. I think it's awareness the
fact that like, look, we'redoing this today, okay, and why
are we doing it? We wantto provide some value to people, to
really help them. That's what yourpassion is. That's what Bombomb's passion is,
what Bafinian Company's passion is. Imean, we want to make money,
for sure, we want to dowell, but you know what,
like we want to do something thatmakes a difference. I think a lot

(05:31):
of people do. But I think, you know, the world is spinning
at the same rate and it's neverchanged, okay as far as my Irish
scientific knowledge can tell me. Butthe world is, people on the world,
are on the planet are spinning faster. So I just think it's awareness.
I think it's the fact that itdoes mean something. I think the
fact that there's a little bit ofpride and it's like, hey, if
Etham was here today and he leavesthe company, he leaves the room,

(05:55):
what would people say about him?Or they'd be like, man, that
guy was great, he had greatenergy. Man, he was in curious,
he was he dug in, hewanted to know about stuff. It's
like that's what you'd hope your nameis. And we're just talking about our
kids too. I want my kidswhen they go to work to be like,
hey, I'm glad Kate Peffini showedup for work today. Man,
she's great, she gets on it. But I also think I think we

(06:15):
entered out of a service and ayou know, we grew up in Ireland.
It's as small as I said,it's a very small community. You've
better do a good name because they'lltell the world if you're great, they'll
tell the word where if you're not. I think, you know, the
Internet, the buying stuff, atransactional mindset. Hey put it on an
app, open up a website,just do it. I think it promotes
kind of a different type of mindsetand I think people miss a lot of

(06:36):
the opportunity. So I'll also justadd one other thing. And I've been
talking a lot about because a lotof speaking engagements and talking about realtors and
other small business owners. You know, COVID. COVID is a big deal.
COVID was like a global pandemic thatwasn't just about a virus. It
kind of completely flipped a lot ofthings on its head. And it's not

(06:57):
so much COVID. I think it'sthe hangover that's come from COVID. It.
You know, it's where are weWe're working remotely, we're not connected,
we don't get to see people.We might see them in zoom,
we're not seeing them in person.That's a whole different experience. But I
was telling our team here recently,I was flying back from Ireland and it
was a great example of it.And aer Lingus is our national airline and
it's normally phenomenal. I mean,at the end of the day Ireland,
if you go to Ireland, ifanybody on here has everything to Ireland,

(07:19):
one thing you're going to have isa good time. Second thing is you
remembered it. And I'm not sureif you had to read a good time.
But that's a whole other story.But the people have the gift of
hospitality. They want to see youhave a great time. Normally when you
get on in the past, youget on air Lingus Airlines, the party
is starting. They're going to demonstrateit to you right there and then so
I was telling our team, andI was telling it more as awareness point

(07:41):
for us, because I don't wantto take it for granted that we're in
the same place as we were beforeCOVID. So I'm up. I'm in
the cabin. It's a thirteen hourflight Dublin to La settle In. And
I noticed the air hostess on theother side of the cabin was outstanding.
She was going up and down.Hey, what can I get you?
She want a cup of tea?Can I get you a blanket? Which

(08:01):
like something else to eat? Areyou okay? Does the kids need anything?
And it was just kind of likefor thirteen hours, I was like,
she's awesome. And the only problemwas I wasn't sitting on her side
of the airplane, okay, AndI guess the other one okay. And
I could see this lady was sittingbehind the curtain okay, And she had

(08:24):
the curtain pulled a little bit,but she was kind of behind them,
know if I could see her.And she's on her phone and she's eating
my snacks eating she's easing my snacks. Okay, she's just plowing them away
and then you can see her lookat her watch and she was kind of
like and how she showed up wasjust like, this is ordinary, this
is awful. And I'm like,how are they in the same company,

(08:46):
How are they in the same spacedoing things completely different? And I know
which side of the plane and Iwanted to be on. And I think
that's the lesson for me coming backto Buffinian company. Or I'm like,
hold on a second, I don'twant to look outwardly. I want to
take that and look inwardly. Iwant to make sure that that hasn't happened
to us a Pafenian company with ourclients in a fast market, when things

(09:07):
were good and things are flying andyou're crazy and just trying to do deals.
Guess what happens. The skill setgoes away, the high touch stuff
goes away, the call to thedatabase goes away, the check in how
are you doing? Eat that haven'ttalked to you in a while goes away.
And then when the market goes away, guess what happens. People do
it now and I understand. SoI think at the end of the day,

(09:28):
there's a tremendous opportunity right now forpeople who are interested in people for
service providers who are interest in providingservice and being available even if there's nothing
in it for them. And thenthe last piece is I think we all
need to take account of ourselves andgo, maybe I'm not showing up the
way I want. Maybe I'm showingup. Maybe I'm showing up like the

(09:48):
lady on the best side of thecabin. Maybe I'm showing up like maybe
I'm in between. So and Ithink that's the opportunity that folks get in
times like this when the markets change. I think it's where I think are
what we're hoping to do is providesome value to get people. It's like,
hey, take a time out,maybe just do a little self check
and see see where you're at.So, I think that's the opportunity.

(10:11):
But it's also understandable just because ofthe speed of the markets, but also
COVID has it changed things up.Yeah, it's interesting. These shifts in
the market change our expectations of whatsuccess looks like. At a certain point,
you are drowning in an opportunity andso you're just looking to like transact
transact transact. And the people thatI think have staying power are the ones

(10:31):
that maintain some balance. Through that, we could probably talk for at least
half an hour speculating through our ownexperience about how you could have such a
radically different experience on both sides ofa cabin. You know, it speaks
to culture, it speaks to consistency, It sounds like and generally have a
pretty positive impression of the airline.And that was probably the exception. But

(10:54):
we all know that the exception becomesthe rule after not too many times,
so we have to be wary ofthat before we go too much further.
I would love for you to sharewith folks who are not familiar a little
bit about Buffinian company. Who's yourideal customer, What are some of the
problems that you're solving for them?What do you all? I mean,
I already feel culturally anyone listening shouldkind of know what you're about, but
like, get a little more specificabout what you do for folks who aren't

(11:16):
familiar. Okay, well, I'lltry and give you the snapshots. But
basically we're in our twenty seventh yearof business. So we started when we
were ten. Yeah, are overachievers. Now twenty seven years in business,
We've coached and trained about three millionpeople in that time. It started out
with a vision really, of whichBrian had. My brother Brian, who
many of you probably known. Ifyou haven't, he's got a podcast and

(11:37):
he's not hard to find. Buthe was kind of a pioneer in the
real estate industry because when he gotinto real estate, he wasn't really up
for the cold call and door knockand for sale by owners, you know,
banging on the phone every day,bang bang bang, here we go.
He really took the philosophy of whatwe learned in Ireland of putting your
name to the work you do.Take care of the clients you have,

(11:58):
do such a great job for them, they're going to be so excited to
send all their friends and family membersto them. So he took that approach
to real estate, and funny enough, not that people aren't doing in real
estate. He just really did itand he systematized it, and he systematized
how he operated his business when itwas time to market and do the sales,
when it was time to do hisoperational work, when it was time
to do financial management, and thenhe had goals and he was just he

(12:20):
was a pioneer and what happened wasin real estate or in a lot of
industries, you know, especially wherethere's a high churn and it's difficult.
Like the audience here too, sayit's very hard, very difficult business to
find the customers, serve the customer, get a repeat customer, manage the
business, operate way and not killyourself in the process. And so they
would ask Brian to go and speakat events because he was a superstar realtor

(12:43):
and they're like, ya, justBrian tell him what to do. So
he would out and do seminars andno formal education. He could tell a
story, he could make it fun, but he could also give people practical
ways where it's like, I knowwhere you are, okay, I know
what it feels like. I knowyou feel overwhelmed. I know you feel
defeated. I know you're not sure. You know you know the bills coming
next week, but you don't knowif the checks coming next week. So

(13:03):
he was able to give people aprocess to say this is how I do
my business, and very systematic becausehe's he's a salesman who thinks like an
accountant. Very dangerous combination, butpowerful combination that evolved into him getting more
speaking engagement with people like come andtell us about it, and that evolved
into this, which is we allget excited as a seminar. We all
think about the possibilities the beginning ofthe year, this is the year,

(13:26):
it's all going to be different,okay, And what happens two weeks later
it's like, what was that again? I was thinking about? And where?
And because what happens is information meetsthe reality of your life, and
so what people come back to Brianand say, look, I really love
what you had to say. Ibelieve you. I've experienced that working by
referl in my business, but itjust didn't work. And Brian's like,
well, what didn't it work?And we realized their life got in the

(13:48):
way, their bad habits got inthe way, their lack of focus got
in the way, the lack oftime management got in their way, lack
of goals got in their way.And one day he said, we're going
to coach people in this system,and that's how we started. And now
we have you know, we've gotyou know, twenty three thousand people we
work with in some capacity every singlemonth. But what we're able to do
is bring the vision for their businessof what they want to achieve, what

(14:13):
do they get in, why dothey work for themselves? We give them
the style of marketing that suits them. Not everybody's designed to generate lead or
piece of business the same way.So we do as we really dig into
the person and go, hey,this is how you see this is how
you do the business best. Here'show you see time, Here's how you
communicate, here's your sales style.You know, don't try and take Ethan,

(14:35):
shouldn't sell like Dermot, shouldn't selllike Ethan and a lot of times.
But that's how the training world isand the coaching world. It's just
templates. Here's your script. Saythis. When they say this, you
say that, it's like we comeout of it from a different standpoint.
Having your operational systems in place,so you can manage your time, you
can manage your money, you canmanage your team, you can manage yourself.

(14:56):
Your financial plan in place, soyou know, hey, I know
all my hourly rate needs to be, I know what my return on investment.
Really thinking not just like a salesperson, put like a business person.
And then this is the magic thing. This is the most important piece over
my shoulder. We'll see the shoulder. There you go. Is the five
circles. And that's the piece thatwe really brought to life as a company,

(15:18):
which is this, why do yougo to work? And I will
ask questions and some of the CEOsI've worked with who are make a ton
of money, they're super successful,super bright, but the amount of times
I will ask people that question andthey go, I don't know, okay,
And I'll say, what are youexcited about going to work for?
Well, you know, just getin there, and you know, what

(15:39):
are you excited about? Work isgoing to do for your life? Because
this is the vehicle for your life. And so we really bring them through
a process of going, Okay,those five circles. Okay, you got
your business circle. That's a bigpart of your life. Okay, you're
gonna spend forty hours of your weekthere. Okay, you're gonna go to
work, You're gonna do with stuff, You're gonna do with people. Okay,
great, what's the benefit to you? So you got the financial circle?
Okay? Great. We all spendthis time working to get the money

(16:02):
and sometimes very little time looking atwhere it goes and what do we want
to do. Then you have yourpersonal circle. What do you want?
What are your goals? How's yourhealth, your spiritual, your emotional,
your physical health. Hey, how'syour family doing? Are you getting time
with the kids? Are you gettingto the games? Are you planning for
the vacations? Is it just allconsumed down here? And last, but

(16:23):
not least, there's a spiritual circleand that means different things for different people.
But at the end of the day, you know what, sometimes when
our spirits getting crushed or we're notcasing for our spirit, and you can
see it in somebody. I washad a conversation with somebody this morning the
last time and I saw them andI went, hey, I just won't
let you know. You look great. You look different than the last time

(16:45):
I saw you. And they said, yeah, I was going through a
divorce. I was getting my buttkicked. I assist. Then the other
I'm like, what did you do? I just did everything you guys told
me, and I just kind ofget on a plan and I got out
of survival mode. So you cantelling people's spirit how they're doing. By
the way, soaking your customers andwhen you get those things in order,
guess what you're more available to yourself. You've got a plan, and you're

(17:07):
not talking to a client like bythe scruff of the neck, like I
need you to do this deal todaybecause you've got a plan. So I'm
not sure if I answered your question. I think I just gave you a
seminar, but I think in essencewhat I was trying to do. You
know, that's where Brian started.He got that balance in his life,
he got that focus in his life. Our coaches are very specifically trained in
those areas, so they're able toidentify where are you in your business and

(17:30):
they can point to you need somefinancial management help right now, you need
some operational help right now. Andthat's what we've been doing for twenty seven
years. And it takes time.It's not a get rich quick process.
Habits don't change, they don't comeeasily, and they don't change easily.
So that's why we have clients withus twenty five years, because their businesses
have grown, their opportunities have grown, their businesses have gotten bigger, and

(17:53):
it wasn't it was a different structurethat they need today because they're leading people
and they're a business owner versus somebodywho comes into us as a Brian new
agent, totally different set of needs. So that's our process. That's what
we do, and it's fun.Love it. Okay, we're going to
get to Brian doesn't need to selllike Dermott. Dermott doesn't need to sell
like Ethan. Ethan doesn't need tosell like Brian. We'll get to that

(18:15):
in just a minute, sure,but I don't want to point folks.
For people who are listening. Firstof all, that breakdown on the logo.
If you want to see the logo, we put video clips up at
bombomb dot com slash podcast We writeup all of these episodes. We drop
in video highlights a little overview ifyou want to run it out of your
browser and just listen while you're doingother things. We embed the audio player
in there as well, so youcan hear the whole conversation. So you

(18:36):
can go to bombomb dot com slashpodcasts to check out this one. I
think it's going to be episode twofifty six with Dermott Buffini. Also for
business owners who just heard the waythat you're approaching things, my understanding as
they can meet with you or someoneon your team. Is that true?
And if so, where would yousend them really quickly while we have people's
attention on other things they can dobesides listed to us. Sure we do.

(18:56):
I don't highly recommend you. Know. Our thing is we're looking for
the right client. Okay, We'relooking for the person who's really like,
hey, I'm committed to this.Because we don't sell widgets, and so
we offer business consultations. Okay,so that's an opportunity for somebody's come on,
talk one of our consultants and justgo here's where I'm in my business,
here's why I got in, Here'swhat I love about it, Here's

(19:17):
where it's challenging right now. Andthey give you a sample of what coaching
looks like. So I think we'remaking something available for you guys today for
your audience. And I think theycan go to Buffini and Company dot com,
slash bc, dash, derhmat andthey can click on that link and
they'll give them an overview of whatto expect and they can book a session.
And it's not a timeshare presentation.We will not be offering a microwave

(19:41):
oven. Then two weeks here it'slike, hey, we honestly want to
see if we can serve you andthen see if we're hey, maybe we
can help you in a more officialway by coaching you. So yeah,
we'd love to talk to you andsee if we can help you. Awesome,
Okay. One of the reasons thatI feel as soon as I learned
about how you all approached the marketis the first time I saw Brian speak

(20:02):
at an event that I was at. I just so much respect for so
much of what you've already communicated inthis conversation and what I liked so much
about it, and that you justhit on there with. You don't need
to sell like this other person.You don't need to do it the way
this person does. We want tofind your unique strengths and abilities. It
speaks to something that I observed immediatelyabout a lot of our best customers here

(20:26):
at Bomb Bomb, which is thatthey're operating in a very commoditized environment and
they're not quite sure how to differentiate. A lot of them don't have necessarily
the clarity about themselves and their ownstrengths. They don't know that they are
their own best differentiator in a commoditizedspace. People say yes to you,
they refer you at almost regardless ofwhat brand you're performing. Under so speak

(20:52):
a little bit to the different waysthat an individual can recognize their own strengths
and break out of this commodity marketa way that isn't contrived. It's not
about doing the latest tech sooner thaneverybody else, although that might help.
If you're not doing it with yourown strengths in mind, then I don't
know that it's going to be successfullong term. Well, I think you
know, what you're bringing up isa huge piece of I think people in

(21:14):
business life, and especially if peopleare in the mortgage, the real estate,
the insurance business, and financial business. Sometimes they're competing against an app.
Sometimes they're committing against you know,we won't chart, we'll charge you
half a percent and we'll do this, and you're like, wow, how
can I compete with that? Anda lot of times we're just kind of
like, well, we're going tocompete with it, as opposed to pausing
and go, as you said,what's the differentiator? So I'll tell you

(21:36):
an example to happen here recently.Okay, I live in carls By,
California, California. We get theodd fire here and there. We had
a few last year, pretty devastatingin certain parts we were looking down here
in San Diego. So I geta notice from a company that you'd know
them. They're good brand, agood name, and you can get say
fifteen percent with them, and theydo a great job, and Mike Car
Insurance is all sorted out. Myhousehold insurances with them, well, my

(22:00):
household insurance. When I got thestatement, it was twelve hundred dollars more
expensive this year than last year.It's like whoa hold on a second here?
So of course I call them,but I can't call them, but
I go to the app. SoI'm looking for the number on the app
because I want to chat with somebody, but I don't find they don't want
it to chat with me, andso I do a live chat, and
I do a live chat with someAI bought. And this is not a

(22:21):
fun experience right now because the bot'snot really picking up on the sense of
virgins I have from not having hanginghold own insurance. That's a starte one
hundred or twelve hundred dollars more expensive. So eventually I get a hold of
somebody and they just go, look, you know, things are more expensive
now. And there's fires in California, Okay, But it wasn't really a
thorough answer. Then I was thinkingabout it, going okay, I think

(22:42):
I need somebody who's going to explainthis to me because I don't understand this
business. I understand what I want, but I'm also a pretty busy guy,
and I don't have time to bedigging in here. So I gotta
referral, and I gotta referral tothis guy who's with Farmers Insurance. And
I call them, and he calledme back right away, and you produce

(23:02):
himself. He said, how canI help you? It so great?
I said, here's the scenario.I said, look, I don't know
if and again I'm doing the wholeI don't know if. I'm not saying
I'm going with you. I'm justsaying hello, I'm just trying to understand
this, and he goes, noproblem, he goes, so what's your
question. I go, well,this is my insurance has gone up and
I don't understand why. And hegoes, well, there's cost of goods
are more expensive. Yes, thereare fires. He goes, but this

(23:22):
also happened. He goes in California. Our leaders here turned around to the
insurance companies, say you will notraise the premiums of our constituents. And
they said, well, we kindof have to because things are more expensive
and there are fires, and wekind of have to in order be able
to provide that service. So thingsare going to be more expensive. And
they said absolutely not. So abunch of of these companies went bye bye.
We just won't do with California.It's not worth the risk, it's

(23:45):
not worth the challenge, and it'snot profitable. So I went, well,
that makes sense. Thanks for explainingthat to me. He goes,
let me have send me over whatyou have and I'll take a look at
it and i'll come back with someoptions for you. He went through my
policy he can back and he said, look, you're under insured for the
valuation increasing your property values that you'veexperienced in the last couple of years.

(24:06):
Where you are he goes, thecost of goods. He goes, candidly,
you're underinsured. I said, okay, So I didn't end up spending
twelve hundred dollars more. I endedup spending almost two thousand dollars more,
and I felt good about it.And that's the difference between dealing with an
AI bought or a limited person who'snot used to explaining things or there's no
time to explain things. And Iguess, at the end of the day,

(24:27):
to that point, which business doyou want to be? Buffinian Company?
We're hiring people. We train peoplebecause we serve people through people,
and our clients know it, andthey can access their coach and the people
who are training that can pick upon the tone and they can go the
extra mile. And if they're fifteenminutes longer on a phone call serving somebody,

(24:48):
we're good with it because that's ourunique selling proposition to the marketplace.
And I think again back to theconsistency of providing service be available and then
also the mar have to support it. So that's the other thing to evaluate.
It's like, Okay, if thisperson's a spending ten bucks a month,
maybe they don't get as somebody who'scosting you twenty five dollars an hour,
thirty five or fifty dollars an hourto serve that person. So as

(25:11):
I said, between the service andwhat are you competing against? And candidly,
as I said, that's a realworld story that happened to me,
and I just went, you knowwhat, I need that person to call
to help. And I will tellyou this. The fact of the matter
is, I think the higher thenet worth client, the more support they
need, the more help they need, the more they're willing to pay the

(25:36):
extra because of a peace of mind. I think younger folks it's harder to
get that. Maybe they need adifferent thing. But again, I think
it's differentiating your customer their needs andthen who it is you're targeting what you
do. So yeah, a lotthere. I mean, the margin is
a thing. I think one ofthe reasons that people who don't have as
much money spend can't really expect itas much. You also make me want

(25:56):
to review my own homeowner's insurance tofire in Colorado too. And I feel
like it's been a long time.I'm with USAA and they're fantastic and they
answer the phone, they answer thephone quickly, etc. And they always
have good answers for me. Theytypically give me options. They don't pressure
me into any one thing or another. They serve you in your best interests.
Yeah, that's what it feels like. I'm made to feel that way

(26:17):
every time, Like I never wantto get on the phone, but I'm
never frustrated when I get off becauseI got what I needed out of it.
It's awesome. Yeah, exactly.So that brings me to a follow
up question that I'd love for youto give some advice on, because I'm
sure you get asked this all thetime, you know, for that farmer's
agent to be able to give youa callback right away, to be able
to have the time to go throughyour policy, come back with a couple

(26:41):
of offers, a real expert insight, and to have a conversation with you
about it. That person is obviouslyemploying some blend of other people and sub
technology to free him up to beable to invest that time into uniquely human
activities. How do you advise peopleto think think about I kind of gave
it took a line that I typedup when we talked to maybe a couple

(27:03):
of weeks ago, that I loveso much. It was like, does
this technology align with a principle thatyou believe in? Like? Speak into
that and any other advice or followup questions you have when people ask you
about like what kind of text shouldI be investing in? Or how should
I think about building you know,the automations and other pieces around me?
Yeah, I think you know,look, we spent a gazillion dollars a

(27:25):
year on technology, and you know, we come across every new product and
people are coming to us because likethe people you work with, you know,
we want to get our product infront of them. Are like,
great, but do you know thisproduct doesn't align with our philosophy though,
So I think the mistake people startin a kind of reverse order. Okay,
so they start with the product andsometimes they're trying to make that product
fit their business. I'm like,hold on, pause the product for a
second, start with your philosophy.It's like, what's my philosophy? Bomb

(27:51):
Bomb supports Buffinian Company's philosophy because itactually supports relationships and it gives you that
train that says, hey, here'sthe moments that really matter in follow up,
in connection. So when we lookedat bombum, we're like, heck,
yeah, that is what our clientsneed support in doing if they're aligned

(28:11):
with our philosophy. So number one, your philosophy, So what is your
philosophy of doing business? The secondis what's your path, Like, what
do you currently have in place activitywise that supports that philosophy? Okay,
for us, it's working by afurrow. Okay, and then the third
thing is then you evaluate the productsthat support the philosophy you have and the

(28:32):
path that you're taking. So,and let's be honest, what is technology?
Technology? Just it just allows usto achieve our goals quicker. Like
a phone is a good piece oftechnology. My calendars in there, I
can make a call, I canreach a client, I can send money.
It's a good use of it canbe it's also a weapon of mass
distraction, as we know, butit's a tool that allows us to operate

(28:56):
our business more efficiently and more effectively. But I do think philosophy is really
important because I think the guy atState Farm had also picked his philosophy of
where he was going to operate from. He wasn't going to compete against the
app. He's not he's not eveninterested in it. He is like looking
for this person. He is availablefor me to call. A lot of
times people are not available because likefor us, we have agents or people

(29:19):
come to a certain rehab because they'vebeen chasing online leads for the last two
years and they're burning out, they'rewasting a ton of money and they're exhausted.
And by the way, while theywere chasing something that probably wasn't the
highest and best use of their time. They probably missed the opportunity of those
people who are really close to themwho would have bought for them if they
had to been available, Or maybethey saw them and went Ethan looks a

(29:41):
bit whacked right now. I don'tthink he needs He doesn't need me adding
to his problems. So I think, what is your philosophy? What do
you have in place right now that'sworking? And then what products are out
there that go that really supports howI do business? And I think things
like if you find something like bombbomb that supports your philosophy, you won't

(30:03):
be long about finding the next thing. So that would be my recommendation,
because it is we're drowning and stuffand you might be doing something right now
that just doesn't suit you. Yeah, really good call. I think there's
a lot of followership around this stufflike, oh you're doing that. I
bet I had better do that too, for sure, first starting with what
is this about for me? Whatam I trying to get done? Also,

(30:23):
I think another step that people missbesides the philosophy one is just this
even solve a problem might have I'llcause a problem. I don't. I
didn't have that problem till I usethis. Yeah exactly. Yeah, so
funny. So you know, inthat response that you shared, it was
a you know and even in theway that I asked it was like freeze
you up to do right? Iknow that you personally, you're all lit

(30:47):
up on time management. I'm sureit's critical to what so many of the
company's coaching clients need. Speak alittle bit about time management. I mean
it's I think a lot of peoplewould say, well, you know,
I have an app and a calendarfor that, and I'm sure there are
ways to use those well and usethose poorly. But it's bigger than that.
I think there's like a mindset issuearound this. And you also mentioned

(31:08):
habit earlier. I think a lotof people are stuck in a habit.
So I know I threw a lotof words there, but it's around how
do we break out of our habitsand be in better control of our time.
Well, so I'll start with becauseI'm Irish Catholic by birth, so
I have to start with a confession. Okay, So the number one is
I hate time management, and numbertwo is I'm not good at it.

(31:29):
Okay. Number three is I supportmyself with people who are really good at
time management. And also one ofthe things I know about myself is a
coaching tool we use with our clientsin our real strengths profile. That's how
we know your settling style. That'show we know your communication style, your
time management style. I know mine. So I'm the kind of guy who
I was left to my own devices, there would be a bunch of energy

(31:52):
and a bunch of uncompleted tasks anda bunch of excited people who are excited
about the momentum and frustrated by theincomplete task. So I've had to work
hard on this and create a systemthat helps me, supports me, and
helps me be productive and at thesame time supports people around me who want
to help me. So I don'tthink it's about time management as much as

(32:14):
priority management, okay. And soif you break it out, you get
one hundred and sixty eight hours aweek. We all do. Bill Gates
gets them same as we get them. No one else gets any more time.
But I will sell it to youthat what I've learned is, as
we all know it is the mostvaluable commodity, and the people who are
playing at the highest part of thegame in the world, they understand they'll

(32:34):
spend any amount of money to gettheir time back. So it's about prioritizing
your priorities, okay, or youknow in my world is prioritizing my priorities
because so many different entities and differentdepartments and different demands on time, and
the priorities have to be the goalsof the organization. The priorities have to
be the goals for our customer andthe promise we made to them, and
are we supporting that. But let'ssay you're a realtor you're a lender or

(32:55):
whatever. One of the things youneed to prioritize is have visibility to your
goals and then understand who are thepeople that can help you achieve those goals
or can give you the referrals tohelp you achieve those goals. So you've
got to prioritize your priorities, soyou can prioritize your people, so you
can prioritize your activities. At theend of the day, if you're getting
seven hours sleep a night, youknow there's forty nine hours taken up out

(33:20):
of your one sixty eight. Okay, you're working for forty hours a week.
Okay, there's eighty nine gone,all right, you might spend ten
a half hours eating a week.I mean I would literally do an audus
on your time. I would trackeverything. Lunch took me thirty minutes,
breakfast took me twenty minutes, dinnerforty five minutes. Because there's two things
that happen. Number One, youwill hear people, how are you doing.
I'm busy. I wish I hadanother day in the week. It's

(33:44):
not true. It wouldn't make adamn bit of difference. We have more
time than we think we have.You know, if I take out sleeping,
eating, and working, on average, you've about ten extra hours a
day. I'm like, when Ido the out, I'm like, where
am I spending them? What amI do with them? And so I
think, you know, doing anaudit, putting yourself on a budget.

(34:05):
And if you don't believe me thatthere's ten extra hours a day, just
look at your daily screen time.It'll scare the hell out of you.
And so I think we got moretime than we know we have. We're
just wasting time or we're gonna we'renot on purpose time. So Stephen Covey,
remember Stephen Covey, seven habits ofhighly affects people. He used to
do a great little exercise and hewould do this exercise. We had this

(34:25):
this bowl and on the table wouldbe some rocks, pebbles, sand,
and water, and he would engagethe audience and say, Okay, I
gotta get all of this in here. How are we going to do it?
And they'd be calling it out,and sure enough it would spill over,
there'd be rocks left and the wholedeal. So the point of that
exercise was this, you put thebig rocks in first. Whether they're in

(34:47):
your business, you're personal, they'rein your five circles. So get the
big rocks in first. If it'stwenty minutes earlier, you know before twelve
o'clock that you do lead generation awesomecustomers. You reach out to them,
get it done. It doesn't haveto be an hour, it doesn't have
to be two hours, it doesn'thave to be eight hours. But get
the big rocks in first. Mightbe hey, I gotta get a workout.

(35:08):
Okay, twenty minute walk counts.Get that in. So you get
the big rocks in and then youget the pebbles, you put the pebbles
in. Then Stephen would put thesand in, and that's all the little
myopic stuff, and then the waterand guess what, you can get it
all done. But you have toknow the order, you have to know
the priority, and you have toknow the difference between a grain of sand
and the big rocks. So Iwould highly recommend everybody, do you know

(35:31):
an audit on their time, becausethere's two things we can tell in coaching.
If Ethan sends me his checkbook andhe sends me his calendar, I
can see where you spend your timeand you spend your money. And I
would say that exercise alone in coaching, which is not an easy one because
everybody's going to justify where they spendtime or whether they waste time it ever

(35:52):
else. It is so powerful andat the end of the day, if
you don't have control of your calendar, you do not have control. And
if you can manage your business atthis level, how in the heck are
you going to manage your business whenit gets to this level. And so
that's what I try and do.I put my priorities in there. I
get a lot of help and You'vegot a guy now who's not great with

(36:12):
time, who's very productive in thetime that I utilize because I have to
be yeah, really good. Imean implied there too is the idea that
you've surrounded yourself with people who complementyour strengths, whether you're an entrepreneur who's
working with other kind of strategic partnersaround you, or looking to find other
ways to have humans or tech supportyou, whether you're operating inside a business.

(36:34):
I think you mentioned one of theassessment tools that you all really like
and trust for your clients to understandthem and help them more importantly, help
them better understand themselves. That selfawareness is really really key, And it's
funny. I think you know.When I hear you talking about doing that
kind of an assessment, it remindsme of some of the training I do
with people around video messaging, andalso a lot of the people that we
do a lot of work, butthey just think about like a mortgage loan

(36:57):
officer. Like one of the reasonspeople are resistant to engage too deeply,
too quickly is that they're afraid ofhaving to reveal all of these things you
mentioned the checkbook. It's like Idon't even want to look at how I
spend my money myself, much lessinvite someone else to do it. Like,
so I use that kind of languageto coach, you know, loan
officers and other people, you knowin all the zones you're talking about,
because these are vulnerable moments for people, and so I think I think one

(37:21):
of the reasons people get hung upis that they don't want to look at
themselves much less let anyone else doit. But that's exactly usually what we
need to unlock it. Yes,I don't you know. The thing I
found as well is the people whodo the most, they never feel like
they're doing enough. And so sometimesthere's a trap in that because, you
know what, they'll take a pieceof business because something is better than nothing,

(37:43):
or doing something is better than doingnothing. And that's where the folks
who are like that, which Iwould imagine is a lot of your audience,
it's a lot of our audience,we actually have to get them to
pause and say, no, maybeit's actually better to hold off on that
and do something for yourself, likehow's your budget, how is the audit
on your five circles going? Andso it's simple things that are not simple

(38:07):
to do always. Yeah, Ireally also appreciate to your previous response,
they appreciate giving people permission not todo the hour or to do the two
hours. That twenty minutes is okayif it's the most important thing, something
is better than nothing in that casein particular. But you don't like I
think a lot of people look atand say, well, I don't have

(38:28):
an hour to do that today,and so they don't do any of the
most important stuff. I talked tosomebody last week. Okay, they've had
a they are getting smacked on everyside. Okay, they're a problem with
their mother, mother's health, theirown health, family issues, a bunch
of stuff. And what's happening isit's shutting a very productive person down,
down, down, Okay, AndI spend a few minutes with them last

(38:51):
Friday, We've spent thirty forty minutes, and we boiled it down to can
you make one call today, yes? Can you write two notes to yes?
Can you get to the gym forfifteen minutes today? Yes? To
take when you're overwhelmed, it shutsus down. But sometimes there's just seasons
you're ken, you're butt kicked.Life's happening. But can we do a

(39:14):
little make a little progress today,because a little progress every day is a
lot of progress over a short periodof time. And I think sometimes again,
it might not feel like, wellthat's one call. Is that really
doing anything? It's doing something.And by the way, this person I'm
talking about just didn't do one call. They just made one call to their
database. And guess what they endedup doing five six that day because they

(39:37):
got one under their belt. I'mlike, Okay, I got momentum.
And again that's coaching. Sometimes there'sjust seasons you got. You're high,
you're flying, you're excited about yourbusiness. Other times you're not. And
that's the key is not to gettoo high and not to get too low.
We want to just live right here, baby. Yeah. Power of
consistency, I guess, is whatthat hand gesture meant to me. You

(39:58):
know, like slow, slow andsteady legit wins, especially when slow and
steady involves the most important activities ona very consistent basis. It's funny.
You also reminded me of the habitI have is like I like to run
for a variety of different reasons.Morning is always best for me, and
some mornings, I have ten minutesminutes some mornings I have forty five minutes.
But it's that rain. Snow,wind, wind is really the worst.

(40:21):
A heavy rain is bad too,But in any case, it's just
you just do it, and thatjust that habit of doing it. Not
only is that you know, inthe case of making phone calls or sending
notes out to people who are directlyor indirectly responsible for your success, you
have to do these things to besuccessful. Totally by this idea of I

(40:42):
already did one or two. Igot over the mental hurdle. I got
out of the state of inertia whereI'm sitting on the sidelines saying I don't
have time for this or I can'tdo that, And then all of a
sudden, into your earlier point,I do have more time than I thought.
I can't do more than I thought. It's true time the day,
but there's ten minutes or forty fiveminutes that all counts, right, Yeah,

(41:02):
totally. So I think it's reallycool that you built this business with
your brother. I think it's relativelyunique. Yeah. Anything, and this
is a wide open question with noreal particular goal in mind except for what
it triggers for you on what Ithink is a really cool journey that you
guys have been on helping so manypeople in their businesses and in their lives
to the way that you spoke intothe spirit of all five circles, that

(41:25):
is a whole person, not justa successful business owner an operator. Any
reflections on almost thirty years of buildinga business with your brother, like,
did you let Okay, I'll makeit a specific question to start with as
a kid, did you guys havethe kind of relationship that would foretell having
a successful business together? Well,I think I think a couple of things.

(41:45):
You need to say. You canpick your friends. You're still at
your family, right, but justwhat happens My brother's also my friend,
so we've been able to manage that. You know, you has said six
kids growing up in a small house, you better figure it out right,
one toilet, you better figure itout right. So I think, you
know, we all worked as kids, like you know, we were a
working household. It was like,you know, we had to get out

(42:07):
and we were painting, and thehierarchy was the older brother thought the younger
brother. Okay, So we kindof had that in place. I think
that it's we get fired up bythe same things. So we were joined
in our philosophy. We come outof different ways. But it's funny because
we we want to do the samething. We just might have a different

(42:28):
way of doing it. And that'sdown to negotiation, that's down to awareness.
It's also candidly. I understand myreal strands profile, he understands his.
He has gifts that I don't have. You know, Brian is a
world class speaker. N he wasout with his vent guys. Guy's flipping
talented. He's an excellent business guy. He's got a great he's great vision.
I'm a visionary guy, a littlebit talented here and there, but

(42:51):
vision so. But they compliment eachother rather than compete, and I think
as well, like so we understandour values, we understand our mission.
It's not hasn't always been a prettyprocess, but what has tried to be
as a respectful process. We havemutual respect. Sometimes a little bit of
humility goes a long way where it'slike, hey, I feel passionate about
this, but I just realized Idon't know what I'm talking about. Hey,

(43:13):
I feel passionate about this, butI've actually never done it before,
and so I think it's a lotof communication and we've I think at the
end of the day, and Ithink it's like any relationship. You know,
part of they say, you knowin marriage, to grow old together.
It's not to get old together,it's to grow old together. Things
grow, things change. You know, our kids we're talking, it's like
they're not. We don't have littlekids anymore. You know, I've got

(43:36):
nineteen and twenty year olds. They'regoing on their stage. I think it's
the same with a relationship. Sowe work on us. We're a product
of coaching. We have coaches,we have consultants, we have people come
in and talk to us. Andthe thing about this what we do,
and especially with our coaches, wehave a whole comp We had an all
hands meeting last week where we broughtin a guest speaker. We worked on
finances. I kind of shared aboutwhere we've been and where we're going.

(43:58):
And the thing about is it's amindset of growth. And the thing that
is everybody wants growth, you know, say, everybody wants to go to
heaven. Nobody wants to die,but there has to be a sacrifice.
So we have to grow together,and there's different seasons. There's seasons when
he's grown and I'm like, Ihaven't grown. I haven't caught up to
him yet, and vice versa.And I think that's where just recognize it.
Different speeds, different communication style.But I think where we land is

(44:21):
he has his gifts and he hashis lane to run in and he's God
created him to do that. He'sfabulous at it. And I have my
lane to run in, and mylane is to be the CEO of the
company and run it. And atthe same time is have a respectful interaction
with Brian that gives him the visibilityhe needs, but also I invite him
in to the problems I have.I'm like, hey, I don't have
really good line of slight on this. I don't even have the experience on

(44:44):
this. What are your thoughts onthis? We've had five conversations like that
in the last week where I justmight text them and say, can you
check this out for me? Ijust get your thoughts on it. And
so I think it's you know,when we're on the golf course, we're
brothers, where a business we're brothers. And somewhere in between those two places
where they to stay brothers and friendsand at the same time as sometimes just
it's business and we're trying to starta problem out together. So it's work,

(45:07):
but it's fun work and it's goodwork, and I think I think
at the same time, it's justhaving a mindset of that things are supposed
to change and if we're growing,like you've got to grow and you've got
to change to grow. So that'sthat's what we kind of. It's a
partnership. It's awesome, that's wonderful. Thank you for sharing that with me,
and I especially appreciate this growth languageas well as humility. Humility goes

(45:30):
a long way. I think it'seasier said than done, but it is
a habit worth building for folks whoare listening and you're enjoying this conversation with
Dermott, I do have some morequestions for him, but I'd also like
you to point you to a coupleother episodes Episode one sixty one with Adam
Kantos to former CEO of Remax.If you want to learn about differentiating yourself

(45:51):
and building relationship in part through video, that's episode one sixty one with Adam,
where he shares his own journey therevideo is about who, not about
what. It really is a relationshipmindset that makes video successful. And then
a little bit more recently, episodetwo forty five with Rivers, Pierce cmoed
a company called Milestones Labs and wecalled that one winning through Relationship in the

(46:13):
digital Era. And some of whatyou shared Dermott is echoed in that conversation
with Rivers in terms of investing inthe relationships you already have instead of spending
so much time and energy and buyingso much tech and spinning so many wheels
chasing people that don't really care toknow you. So a really good conversation
and episode two forty five, that'sa little bit share some kinship with this

(46:36):
one before I let you go,Dermott, I would love for you because
relationships are our number one core valuehere at Bomb Bomb and Fun Facts.
Humility is one of them as well. But I'd love for you to think
or mention someone who's had a positiveimpact on your life or career. I
got so many people. I mean, I am a product of you know,
I didn't end up going to college. I went to work, and
then work, I went to business, and I just didn't want to do

(46:58):
the job. I wanted to learnthe business and how it worked, because
I realized I was already at adisadvantage, okay, and so in that
I was able to find mentors.And I have had so many great mentors
and mentors for different seasons, butone of them and he passed away just
before Christmas, and I gave themessage at his funeral. And his name
was Werner Stephen, Steph Stephen,and Steph was an EXO commanding officer in

(47:21):
the Navy. He left the Navy, got into banking, became a CEO
and I met him. I methim at a at a church event and
he was like, Hey, weshould get together for lunch and I was
like, yeah, I think weshould. And he helped me grow and
he gave me advice and he wouldsay things like now you've probably already thought
about this, and I was likeah, And then I'd go, can
I get a pen because I justwant to write down what I've already thought

(47:43):
about. And he came to worka b a Fenian come for a while,
and in some ways he kind ofput me through officer training in a
secular world. So I got tospeak at his funeral and it was fantastic
because I had met his family ina lot of his family I'd never met
before. And there was three thingsthat I shared at that that he taught
me. And maybe i'll maybe I'llgive it, give you guys the three
things. But this is that's somebodywho's like being a huge part of my

(48:06):
life. But he was a simplebut a mentor and met me at the
right time. But a couple ofthings he shared with me. The number
one is he said, you knowwhat, when he was a young naval
officer, they'd stick him over theside of the ship. They'd be underway
in the Pacific, and he'd becleaning the barnacles off the side of the
ship. You're underway in the Pacific, and you know, let's say,
health and safety might not have beenwhite what it is back then. And

(48:28):
he was getting enthusiastic, and hehad a brush and he was cleaning the
side of the ship and he kindof did one of these and almost went
off and grabbed the whole thing.And he looked at it. This is
sharks in those waters. Isn't nota good thing. And so he heard
an old commander shout over. Hesaid, Stephen, one hand for your
ship, one hand for yourself.And I think it was a powerful lesson
because it was like, hey,one hand for your business, one hand

(48:51):
for yourself, one hand for yourkids, one hand for yourself, one
hands for your spouse, one handfor yourself. And so you know,
just things like that that a mentorwill teach you, and you know they
live with you. So I gota lot of people I give a shout
out with. I've been very fortunate, but I've always sought them out,
and I would highly encourage anybody hereto seek out a mentor, get a

(49:14):
coach, get some help, becauseI think what happens and what happens after
that is that you become the mentorand you become a coach. And it's
very rewarding because when you're mentoring otherpeople, you share what you believe,
you share what you've learned, youshare the mistakes you've made, and it
also reminds you of like, ohman, I need to get back to
doing that myself. So anyway,yeah, that was Steph. That was

(49:35):
wonderful. What a great callback andwhat a gift both for you and for
his family that you were able tohave that experience with them. Love that
how about you're in the customer chair. Now you're thinking customer experience, who
consistently delivers a great experience for youbrand product company. Well again, sorry
about this, but you know anIrish people, we like telling stories.

(49:57):
So I recently saw I'm a biggolfer, right, and I don't know
if you're a golfer at all,But every year there's one golf tournament that
stands out than anyone's called. Andthe Master's at Augusta National, Okay,
and it's so different. It's sucha magnificent place. And if anybody's been
there, they know how special thisplace is. And myself and my brother
got to play it a couple ofyears ago. It was fantastic. But

(50:19):
when you go there, it's toget a ticket to go to the Master's
so rare. Because Ethan has theticket. I don't have the tickets.
So Ethan's in charge of the ticket, has the responsibility. So if Dermott
wants to go, Ethan is goingto get Dermott his ticket. Now,
if Dermott goes there and I runand I'm swearing, I take my shirt
off, or if I get drunk, guess what happens. I get removed
and Ethan loses his ticket. Sothere's such excellence and how they run the

(50:43):
tournament, the food, how theyapproach it. They don't rip anybody off.
They're not called the crowd, they'recalled the patrons. They don't have
NASCAR sponsorship, they have a coupleof sponsors, but they run the tournament.
They set the standard. They're excellent. So I'm a big and of
Augusta. So I had a partyat my house. I played golf every
week with a group of guys.I gotta putting green out the back,

(51:06):
got a CV screen outside. IsI come on over, boys, We'll
watch the Masters. So I'm like, hmm, what can I do to
make it special? Well, Augustamade the food that they sell there available
to people like me to book andhave a Master's party. And I'm like,
this is brilliant, brilliant branding.People coming in, it's reinforcing the
brand. But here's the thing.It arrived exactly when they said it was

(51:28):
going to arrive. It was packedmeticulously. When I took the stuff out,
there was a menu there. Themenu was for the guests when they
arrived they could see what the offeringwas. They had the little paper plates
with the masters. They had thecups, they had a cookie, they
had the chips. They even gaveyou a little guideline of how to make
the pimento sandwiches, which are veryspecific and very Southern, how to make

(51:52):
them for a little Neanderthal Irish guywho doesn't know how to make a pimento
sandwich. The level of excellence thelittle kers to go on top of it,
and it just it blows me awaythat they are so intentional. Their
merchandise store that's only open for fourdays sold seventy million dollars worth of merchandise

(52:14):
product. You can't buy it online, you have to buy it in person,
and it they have their standards,they have their excellence, and you
feel blown away by the experience andthe process, and it just inspires me
to want to be better a pAthenian company to kind of provide that little
extra attention, little extra detail.And all the guys came over to my

(52:37):
house and had a wonderful time andthey stayed way too long. But that's
down that's the only downside. Sothat's someone who just inspires me. And
you know, and there's many manyothers, but just that's a recent one,
but attention to the detail to createthat experience, and the excellence and
the professionalism and going with the extramile makes me want to be better too.
What a great breakdown in so manydifferent angles. I mean the market

(53:00):
and branding concept, but also thisconsistency with the rest of the brand,
even though it's a completely unique brandexperience, totally separate of course from being
there, but wholly consistent with it. I also love and we don't have
time to get into it because you'vebeen super generous with your time already,
but just plussing up this idea ofthe scarcity element of you can't just buy

(53:20):
this whenever the heck you want offa website and everyone can be like it
creates this kind of exclusivity. It'sa form of a forced in real scarcity.
It's not a manufactured scarcity. Itcould remove the constraint if they wanted
to, but it would it wouldalso kind of demystify all of it in
a way that is they obviously don'twant to do. And it's full respect

(53:40):
for that. What a great example. Yes, yeah, it's an inch
wide and a mild deep. Yeahso good, Okay, thank you again
so much. For your time.Germot, so appreciate it. Great storyteller,
really good examples a philosophy that feelslike I don't think I'm overstating it
that pretty much any decent human beingcan get behind you know. It's like
it's just respect for yourself and respectfor other people and setting some standards and

(54:05):
living into them with consistency, andlooking for other people to support you in
that mission, and then supporting otherpeople in that mission. Really good.
I enjoyed it. For people whoshare your values, want to learn more,
maybe you want to connect with youcheck out Buffinian Company. Anything else
where would you send people? Hey, they can reach out to me if
they need help, well, I'llget them to someone and maybe they'll get
the answer. You can email meat CEO at Buffinian Company dot com.

(54:28):
I want to be connected to ourcustomer. I want to be connected to
potential customers and I want to helpsolve a problem. So you can email
me so you can go to BuffinianCompany. I'd highly recommend checking out the
business consultations. They're very good andthey're good experience and at the end of
the day, we want to seeyou win and if we can point you
in the right direction or if wecan help you, we'd love to do
so. But thanks again for havingme on. You guys are awesome too,

(54:49):
and we're joined in our philosophy andour spirit and you do a great
job too, so thanks having meon. Yeah man, thank you.
All the stuff is linked up.If you miss the email address, it's
CEO at Buffinian Bunny dot com.But I also put all these links up.
I write them up, I tryto get them into all the episode
descriptions, and if you want tomeet Dermott in the case that you're walking
around with this in your ears ordoing yardwork or whatever you're doing, that's

(55:12):
always written up at bombomb dot comslash podcast. Thanks again, awesome,
thank you. Every single day you'reentrusting some of your most important and most
valuable messages to plain black text ona plain white screen, to faceless,
typed out text. It doesn't differentiateyou, it doesn't build trust and rapport,

(55:34):
and it doesn't convey feelings, thoughts, arguments, ideas or details nearly
as well as you do. Asa result, your customer experience, employee
experience, and business outcomes suffer.So it's time to put you back into
your digital communication. It's time torestore human connection across the digital divide with

(55:57):
bomb bomb video messages. They haveclarity and richness of in person meetings and
video calls, and the convenience ofasynchronous emails, text messages, LinkedIn messages,
and Slack messages. For clearer communication, human connection, and higher conversion.
Try bombomb Record, screen, record, send and track videos in Gmail,

(56:22):
Outlook, LinkedIn, Salesforce Outreach,zendesk, iPhone, Android, and
beyond. Try bombomb absolutely free orlearn how it works for your team or
your entire company. Check it outat bombomb dot com. Thanks for listening
to the Customer Experience Podcast. Rememberthe single most important thing you can do

(56:45):
today is to create and deliver abetter experience for your customers. Continue learning
the latest strategies and tactics by subscribingright now in your favorite podcast player,
or visit bombomb dot com slash podcastsfive