May 3, 2025 • 35 mins
Episode 90 Frederick Dudek (Freddy D) Copyright 2025 Prosperous Ventures, LLC
The Power of Outsourcing: Transforming Small Businesses with Brian Hunt
Brian Hunt, the CEO of Kore RPO and Kore BPO, joins us to share how smart outsourcing can be a game-changer for businesses. With over a decade of experience in staffing and recruiting, Brian emphasizes the importance of building high-performance teams that drive strategic growth. He dives into his journey of transforming recruitment services and highlights how customized solutions can streamline operations across various sectors.
We discuss the critical role of hiring the right team members and fostering a strong company culture, which can make or break an organization. By the end of our chat, it’s clear that connecting the right people with the right roles leads to unmatched success for both businesses and their employees.
Discover more with our detailed show notes and exclusive content by visiting: https://bit.ly/3YwfqjD
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In a thought-provoking conversation, Brian Hunt, CEO of Core RPO and Core BPO, discusses the nuances of building effective teams and the strategic advantages of outsourcing. He reflects on his extensive background in consulting and recruiting, sharing how these experiences informed his leadership style and approach to business. The episode delves into the mechanics of hiring, emphasizing that successful recruitment is not just about filling roles but about finding individuals who resonate with the company culture. Brian explains how his team in India meticulously screens candidates to ensure they not only possess the necessary skills but also fit seamlessly into the company's ethos.
The discussion takes a deeper turn as Brian addresses the common pitfalls businesses face when hiring, including the missteps of promoting individuals beyond their capabilities. He advocates for a culture of support, where employees are appreciated for their contributions and provided with the necessary resources to excel. By positioning contractors as integral members of the team, companies can leverage diverse skill sets and create a more dynamic work environment. Brian's insights encourage listeners to rethink their approach to outsourcing and team dynamics, ultimately leading to a more engaged and productive workforce.
This podcast is hosted by Captivate, try it yourself for free.
Takeaways:
- Brian Hunt emphasizes the critical role of hiring the right team members, whether employees or contractors, for organizational success.
- Outsourcing can streamline operations, allowing businesses to focus on innovation and strategic growth, as demonstrated by Kore's services.
- Creating a positive company culture is essential, as negative influences can quickly disrupt team dynamics and morale.
- Recognition and appreciation of team efforts can greatly enhance employee engagement, leading to higher productivity and satisfaction.
- Building strong relationships with outsourced teams fosters collaboration and a sense of belonging, making them feel like part of the family.
- Business owners should identify their top performers and invest in their success by providing support that enhances their capabilities.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(01:58):
Hey Freddy D. Here in thisepisode 90, we're joined by Brian
Hunt, CEO of Core RPO and CoreBPO. A dynamic leader with a passion
for building high performanceteam and driving strategic growth
through smart outsourcing.With over a decade of executive experience
in staffing and recruiting,Brian has helped businesses from
(02:22):
startups to Fortune 1000companies reclaim their time and
focus on innovation. ThroughCore RPO and Core bpo, he delivers
customized solutions thatstreamline recruitment and the business
operations across hr, customerservice, sales, marketing and more.
Brian's global leadershipbackground and holistic approach
(02:45):
makes him a powerful ally forany organization looking to scale
with purpose. Welcome Brian.
Thanks Freddie. Happy to be here.
So tell us a little bit aboutthe backstory of how Core RPO come
all about.
I've been working in some formof outsourcing capacity my entire
(03:06):
career. I started with bigconsulting companies like Deloitte
and Accenture and ran allkinds of big projects and large programs,
primarily in softwaredevelopment. I had design teams in
Argentina and Venezuela andsoftware development teams in Costa
Rica. I've always for somereason been gravitating towards large,
(03:30):
complex problems that need alarge complex solution and so outsourcing
became part of that. I had anumber of different ventures during
my late 20s and early 30s. Inmy mid-30s I ended up taking over
a staffing and recruitingcompany in Southern California and
(03:51):
moved my family to beautifulLaguna Beach. Had some challenges
in the beginning, growingstaffing and recruiting company didn't
have much experience withthat. Partnered with the original
founder who had sold thebusiness to us and quickly realized
there's an opportunity here tobuild a team of recruiters offshore
to support my team onshore.Over the years that grew and became
(04:15):
such a successful piece of ourbusiness, you ended up spinning it
out in its own entity andproviding not only recruiting services
but all kinds of otherservices today. So we do marketing,
outbound calling, virtualassistant services from accounting
and finance work. It's reallyjust to become a talented group of
individuals who are happy tohelp my clients. That's where the
(04:38):
inception began.
How important is it to bringon good team members? Whether it's
an employee or a contractor.
It'S absolutely critical and Ithink one of the most important things
that companies do is hiringand the hiring process. My director
(05:00):
in India is the most thoroughin screening for both skills and
culture fit. I've really grownto appreciate his process and how
thorough he is at screeningand bringing in new employees and
as a result it's kept thisamazing culture of hardworking and
(05:24):
great people One of the thingsthat's unique about India is there's
just such a massive employmentpopulation. I read a statistic that
there's a million peoplecoming into the workforce every month
in India. If you think abouthow many jobs need to be created
(05:45):
to absorb that large of aworkforce, we do job fairs internally,
and a hundred people will showup to a small company job fair. It's
pretty amazing, but it allowsus to also screen and get some of
the best people who areexcited about working for Core RPO
and excited about working withour team.
Before we started recording,we talked a little bit about the
(06:06):
importance of culture. You geta bad apple in there, and that can
really decimate a culture in acompany because it spreads negativity
and issues, poisoning thewhole culture pretty quickly.
Absolutely. Yeah. And I thinkwe were speaking earlier about the
idea that you need to createsuperfans internally. If your employees
(06:29):
don't love working for yourorganization, then it's time to look
in the mirror. One, maybethere's something that you can do
better, or two, maybe you justhave the wrong person in the wrong
role. I've always been verycareful about making sure to put
people in a position wherethey can be successful. Not everybody
is cut out for every job. Ithink that's one of the things that
(06:50):
I appreciate more later in mycareer. There's such a wide range
of people in this world, andthere are so many different people
who would love the job thatyou had. Right. And other people
who may not care for it. It'sreally important to put people into
roles and have them workingnot only on things they work on,
(07:11):
but with people they workwith. It's absolutely critical.
Yeah. And it also comes intothe point of Maslow's theory that
sometimes we do a bad job ofpromoting somebody to their level
of incompetence because theycan't handle the new position they're
in. And they may have been arock star one step below, but this
(07:31):
whole new level, they don'thave the skill set to handle that
position, and that startscreating a problem. So even though
they've been a rock star, youknow, I've seen it over my years
in a SaaS world where peoplegot promoted and they were horrible
in that position. And justlike you mentioned, that wasn't for
(07:52):
them.
Yeah. Earlier in my career, Ithink I had a harder time letting
people go. It's never easyletting people go, and I'm certainly
never cold or heartless aboutit, but I do feel like sometimes
you're freeing that person upto find something they can be passionate
(08:14):
about, something they canlove. If ultimately they're not doing
very well at a role, then it'sprobably not the right fit for them.
Sounds like we've both seenthat in our careers.
Yeah.
We talked earlier about themulticultural aspect of leveraging
technology and individualsfrom different parts of the world.
I used to run sales on aglobal scale and set up 60 different
(08:37):
resellers in differentcountries. It was amazing the things
that I learned dealing withdifferent cultures. I look at things
completely differently todaythan before I got into that role.
Some of those people were mygreatest assets in sales. Growing,
getting ideas and marketingstrategies and everything else. In
(09:00):
my case, I was working withindependent distributors. So these
guys were software resellers,basically what we called value added
resellers. They had 5, 6, 7,12 different software products. So
I've got to get mind share forthem to market my product thousands
of miles away. It was reallyall about the relationship at all
(09:24):
aspects of their company. Notjust the owners of the company, but
the sales team, the supportteam and everything else.
Absolutely. Absolutely.Cultures have fascinated me. I was
fortunate enough to liveabroad when I was young. I was 18
years old and took a year offbetween college in high school. I
(09:44):
lived in Spain for a while.Being in a different country, it
doesn't really matter whatcountry it is. But if you're assimilating
to a new culture, potentiallya new language, it's such a humbling
experience. You learn so muchabout the different nuances of you
versus the people you'resurrounding yourself with in this
new country, you know, andthey're so different. I've been fortunate
(10:06):
enough to work with people allover the world. Philippines, Argentina,
Costa Rica, various CentralAmerican countries, Caribbean countries,
European countries as well.It's such a unique world that we
live in. It's fun to watch itblend in a lot of ways and see the
differences between thecultures that you bring together.
(10:27):
In fact, I have a customer inthe Netherlands and when they started
working with my team in India,there's a very kind of straight to
the point kind of directnessto the Dutch culture.
Right.
And it's not the same inIndia. It's funny because I've done
my best to instill a bit of myculture into my team in India to
(10:53):
be a little bit more direct inhow they're communicating with our
clients and making sure thateveryone is on the same page. Different
cultures have different waysof doing things and communicating
A lot can get lost intranslation and it has nothing to
do with the actual language.It's for the tone and culture of
(11:13):
it.
Oh sure. I was actually bornin France, but at two months old
we came to the United States.When I was young, I would go back
and spend my summers betweenschool seasons. That's where I learned
a travel bug when I was tryingto sell years ago into Japan. They
loved the technology, theyloved the business plan, but they
would never sign the contractto be a mass distributor. I couldn't
(11:36):
figure out why. And I was inAustralia, talking to my distributor
there and he says, what areyou talking about? Says talk about
the business opportunity, thecoolness of the software, the contractor
intelligence. He goes, shutthe heck up about that stuff. Start
talking about them or learnabout them. And really it completely
changed my whole approach. Acouple months later when I went there
(11:57):
and asked them show me arounda little bit. When they came to Scottsdale,
Arizona, we had a two hourmeeting and I took them around to
show them the area. Monthlater I had a $200,000 contract come
in, you know, because wechanged the focus of the conversation.
So let's go into some of thethings that you guys do at core rpo.
(12:22):
Yeah. So like I said, itstarted off as in recruiting and
we have an amazing group ofrecruiters. We have a number of different
clients from all differentindustries. We've got recruiters
in the Netherlands on lifesciences opportunities, recruiters
in the UK working on financialservices, clients t and technology
(12:44):
recruiters working across theus. We've done everything from nursing,
oil and gas, accounting,finance, marketing, you name it.
It's fun. I really enjoyhelping clients build their recruiting
teams, the processes and howto make it work. We've got really
great people and recruiting isreally just another form of sales.
So our offerings have evolvedinto all kinds of different social
(13:07):
media marketing, emailmarketing and search engine optimization.
We're doing a lot of outboundcalling and appointment setting and
all kinds of differentinitiatives for our clients. It's
really evolved into providinga lot of different services for our
customers.
And so how important is it togo through the process of identifying
(13:32):
the right individual? And whatcan a small to mid sized business
do that they're probably notdoing and should be doing to vet
whether it's an employee or acontractor or whether they're going
to be working with a supplier,distributor, et cetera?
Yeah, I mean like we talkedabout, hiring is key. I think every
(13:53):
small business struggles witha number of different things. How
to attract and retain reallygood people. Small business certainly
has budgetary constraints. Itmay have Constraints on its ability
to grow. Because of that, Ireally enjoy working with small business
owners. I love the theme ofyour podcast. Building super fans
(14:14):
within your organization andoutside of your organization can
really be champions for you.The idea of working with small businesses
to help them do whateverthey're doing a little bit better,
maybe a little bit more of it,and it's never one size fits all.
Businesses are all so uniqueand different. There's certainly
some commonalities. You gottado some marketing, you gotta do some
(14:37):
sales, you gotta do someaccounting and finance work. You
got some operational aspects.There's some commonalities for sure.
The appropriate blend of thosethings, how things are going to work
efficiently, how to work withthe team that they have and make
them more successful. That'sprobably the thing I like most about
my job, is working with smallbusiness owners to help them make
(14:59):
their people better, moreefficient. Help them. It's gratifying
when you have someone in anorganization that might be overworked
or underpaid and overworked,and to be able to help them be more
successful in what they'redoing is one of my favorite parts
of we do. Yeah.
Because one of my quotes in mybook is people will crawl through
(15:21):
broken glass for appreciationand recognition. And you know, somebody
that's overworked and maybeunderpaid, you can come in and say,
hey, you need to rectify thisbecause this is your ace player.
Do you? And they need to becompensated and appreciated and recognized.
It's one thing to recognizesomebody individually saying, hey,
(15:44):
Brian, thanks a lot, reallyappreciate the extra effort. And
it's another thing to say,hey, everybody, I want to take a
moment to recognize Brian forreally knocking it out of the ballpark
on this particular project.For us, that whole energy changes
and it not only empowers theindividual, but it empowers your
team. Because now all of asudden your team go, wow, they really
(16:06):
appreciate what we're doing. Iwant to do more. I want to be that
guy or that gal that gotrecognized in front of everybody.
And so one of the things Ialways talk about is, you know, the
little things are really thebig things.
Absolutely. The little thingsare definitely the big things. It's
the little appreciations youcan give here and there. It doesn't
(16:28):
have to be monumental. We usedto do big presidents, clubs, trips
where we would take the topperforming people beautiful places
around the world, and it wasalways fun and a big ticket item.
But even the little things gosuch a long way. People really want
to be appreciated for whatthey're doing on a daily basis. I
think the same thing goes forrelationships and marriages. It's
(16:49):
just a little bit ofappreciation that goes a long way.
And, you know, I'm just a bigfan of. Every small business has
that hero in there. You callthem super fans, but someone who
really kind of carries theteam. Thinking of a buddy of mine
who I talked to earlier today,and without Patty, he would be done.
Right.
It's one of those things whereI love being able to say, how can
(17:12):
we help Patty? It's going tohelp your business, it's going to
help you as an owner, but howcan we help your people? Because
that's really going to make adifference across the board.
Oh, absolutely. And anotherthing is, yeah, people have a tendency,
and I'm sure you've seen it,that's my employee, that's a contractor.
(17:33):
And that mindset to me isabsolutely ridiculous because that
contractor brings just as muchvalue as the employee in a lot of
cases, more. Because theirskill set to specialize. That's why
you brought them in.
Absolutely. Absolutely. Andit's funny, that's probably one of
(17:54):
the things that is a bighurdle for us. Most of our staff
are typically 10,000 milesaway from our clients. In many ways,
they can be kind of anafterthought. One of the requirements
that I have is all of my staffworks at the same time zone as my
clients. UK EU shift. I havean Asia shift and a North America
(18:17):
shift. So whatever time zonemy clients are in, that's when they're
going to be working with theirteam. And every day, it's not only
online meetings like this withtheir teams, but it could be daily
prioritization meetings.There's daily chat sessions that
happen on a regular basis. Wereally enforce the importance of
(18:38):
our people are going to be apart of your organization. They may
be 10,000 miles away, butthey're going to feel like they're
right next door becausethey'll be there for you when you
need them. They're going to bereliable and good at what they do.
Every client that we have hasa team lead as well. So if you're
working with one of my staffmembers, they'll have a team lead
(18:58):
who's helping to bridgecommunication and make sure that
everyone is on the same pageand working together, successful.
And that's really theimportant part is making sure that
they're all working togetheras a team. It's not, this is my employees
and these are the contractors.There's businesses that that's their
mindset. I've seen them andyou know, that's their mindset. Well,
(19:20):
they're just contractors.Disposable. It's like, well, no,
step back and look what wouldhappen if all your contractors going.
I share that because I workwith an interpreting and translation
company a couple years ago andall the interpreters were contractors.
They had the mindset wherethey should be grateful we're giving
(19:43):
them work. I was like, wait aminute, they're going to the hospital
interpreting in theirlanguage. So they're really the front
line to the customer, not you.The customer is not seeing you coming
in to do the interpreting.It's the contractor, it's the specialist
(20:05):
that speaks that language.Whether it's American Sign Language,
Spanish, Polish or Swahili.You need to be taking care of those
like gold. Because nocontractors, you're out of business.
Yep, absolutely. Absolutely.It's interesting too. Like I said,
every client is unique in howthey operate. But I find that if
(20:30):
a company has a culture ofbeing super competitive where it's
a bit of a dog eat dog world,it can be a great production environment.
You have high achieving,competitive people who are competing
against each other andultimately make the whole team better
off. But it needs a little bitof a softer undertone, so to speak.
(20:52):
It can't be completely SharkTank, right? You have to have an
element of we're all workingtogether on the same team here. And
so that's one of the thingsthat we come across frequently because
there's a number of thosetypes of organizations in the sales
and recruiting space. Wheneverwe're working with them, we want
to make sure we're on the samepage as to the success and failure
(21:16):
of the whole group. Forexample, we have one client where
we're doing essentiallyappointment setting for them. And
the client had one or twofolks that were just both doing setting
and closing, if that makessense. They were kind of making the
calls and closing the deals.And then we had one closer that we
were supporting and we had ateam of four making calls to set
(21:40):
appointments for him and hewas closing deal after deal after
deal and it became this bit ofa machine. Right. Then you have these
other two kind of independentsthinking, I want a team of four people
sending appointments for me aswell. So it's fun to watch these
organizations evolve too,because sometimes we come in as saviors
and they're excited to have ushelp. Other times it's some form
(22:01):
of competition. And I alwayslaugh at those scenarios because
we're not really out tocompete with any of our clients.
We're always just out to help them.
You bring me back a memoryyears ago when I was selling, me
and this one guy in thecompany were always battling for
top sales. Guy. I have acouple of plaques on the wall. Either
(22:22):
I had the top sales and hecame in second, or the next year
he came in first and I came insecond. We were first in the categories.
So it was kind of cleverbecause we never were first or second.
I had the most volume, he hadthe most deals. We're still friends
30 years later because it wasa fun competition. It can be very
healthy and the companybenefits. Everybody benefits. But
(22:47):
it's gotta be done in theright way. Neither one of us were
losers. It wasn't first andsecond because second is first loser
for competitive people. Butthe way it was structured, we both
won in different categories.
Yeah, that's great. It's agood way to set it up.
So share a story of how youguys came in and really turned around
(23:08):
a company that was havingissues in their outsourcing and onboarding.
Yeah. It really starts withthe owner's mentality. Right. It
really has to start from thetop and they have to really embrace
it. Outsourcing been aroundforever. It's not a new concept.
(23:28):
But still think people have adifficult time wrapping their heads
around it, getting comfortablewith it. It can be threatening to
some folks. Ultimately, theway the owner presents it, the way
the owner approaches it, is abig portion of being successful.
(23:48):
That's why I always say rewardyour best people, give your best
people more help and they willdo more for you. Right. And it's
kind of the approach that wetake. If that's really the starting
point, who in yourorganization could benefit from more
help? Right. And how does thatlook? You know, and that can be kind
of virtual assistant typework, you know, email management,
(24:12):
that kind of thing. There's awhole bunch of different scenarios
that come across in terms ofhelp. Right. And the company that
really embrace it, I think doan amazing job. And what I've learned
too is your best people aregoing to be the ones that are the
best at helping our staffbecome better at what they're doing.
(24:35):
Right. If you have staff thatmay or may not be your top performing
or best employees, theyquickly won't be able to manage or
support, develop or train. Ourteam helped them. And I've seen that
over and over again. And it'sinteresting. We had one client who
dipped the toe in the water,hired one or two people, and quickly
(24:58):
Realized, oh, your team isreally good. And I can see how this
person's working really wellwith them and then this other person's
not really working well withthem. But it became kind of an organizational
shift and they brought in moreof our people to work with their
top person who was helpingthem the best. And it ended up increasing
and eventually doubling theirproduction and overall revenue and
(25:22):
results. So I think iforganizations really take a hard
look at themselves in themirror and think about people who
are truly adding value, peoplewho are the super fans, people who
are making super fans, yourcustomers, those are the ones that
you want to provide the most support.
Absolutely.
For. That's your salesforce.Right. And sometimes it can be what's
(25:45):
going to make your life alittle better. And you know, we've
had our virtual assistants whoare kind of doing more personal assistant
type work for a number of ourclients because frankly, that little
bit of effort to take thingsoff their plate is going to make
that top performing employeethat much more engaged and excited
and better at what they do.
(26:06):
And you just said a magicthing right there is going above
and beyond doing theunexpected. I call it in my book,
the unexpected extra. And thatgoes back to the little things are
the big things. Because doingthat little unexpected extra going
above and beyond changesdynamics and all of a sudden things
(26:27):
start to work better. There'smore appreciation, gratitude steps
into the equation and itcreates a bond where both individuals
are working more harmoniouslybecause now they've learned to appreciate
what each one other brings tothe table.
(26:49):
Absolutely. Absolutely. Andlike anything, it can take some time
and some adoption. There's abit of change, behaviors change.
But what I found is goodpeople have good habits and it usually
comes natural to them. It's agenuine authenticity. They're top
performers because of how theywere raised or trained earlier in
(27:13):
their career. There'ssomething that makes them special.
They're already great. And themore you can do to help them, they're
just going to do more. Youfree up their time to do more things
and they're probably going todo more great things. And that's
what I've found with a lot ofmy best clients is they get that.
Yeah. And that'stransformative for their business
(27:34):
because their business all ofa sudden goes from here right up
to there. It wasn't really alot of extra effort or a ton of money
that got spent. It just all ofa sudden everybody started working
together. One of those racingboats. When I lived in Chicago and
Lincoln park, there's A littleriver, and you see everybody lined
up in a row on their littlerowboat. And if you think about it,
(27:57):
how can they race that thing?Everybody's got to be in synchronization,
going in the same direction,same mindset. Otherwise you're not
going too far too fast.
Oh, yeah. Yep. Absolutely.That's a great analogy. It's a great
sport. I love all theanalogies that go along with rowing
because it's 100% true. Thesynchronization, all in the same
(28:18):
direction.
It's critical. It's timing. Imean, it's on top of its timing.
You can't be two seconds behind.
No.
Because that is. You gotta bea machine running that thing. So
it's a lot of fun. It's a lotof fun watching it. I use that as
an example for businesses,because at the end of the day, if
someone's off, that affectseverything 100%.
(28:40):
100%. Yeah. And it'sinteresting, too. I think in business,
you know, there are also timeswhen we expect a lot from people.
Right. Or, you know, when theytake on a lot, we tend to add more
onto their plates. I'm eventhinking about my director in India,
who I'm constantly throwingcurve balls and new projects at,
(29:02):
and I think he really doesenjoy it. But I do. I asked a lot
of him, and it seems likeevery new challenge, he embraces
it. But I'm also mindful of,hey, what is he not good at? What
is he. What is he not going towant to do? Let's be honest about
that as well. You can havesome amazing superstar players, and
(29:22):
they're not good at. Insertsomething they're not good at. And
how do you help them? Byfinding somebody who can help them
with that. Right?
Yeah. Really? That's it.Instead of chastising them that they're
not good at it, acknowledgethe fact that it's just not their
thing. You don't want todemotivate and create negativity.
(29:45):
Their whole mindset's gonnashift, and what they're really good
at, they're not gonna be asgood at anymore because they're stuck
grumbling about stuff theydon't care to do. A simple tweak
of bringing someone else tohelp handle that and take it off
their plate continues the momentum.
Absolutely. Yeah. It'sactually really fun going into new
(30:06):
organizations, especially whenthey're not quite sure about outsourcing.
How does this work? They'venever worked with somebody in India,
so they're like, huh, Wait,how's This gonna work? How are we
gonna work together? There's alittle bit of a learning curve, but
it's fun to watch those peoplethat get it and then they're like,
oh, okay. So I can give themthis, this, and this, and I can free
(30:31):
up my time to go that. Cause Ilike doing that. And I'm good at
that. That feels good, but I'mnot good at this. So let me give
more of this to them and thenI can go do more of this, which is
going to help everybody.
Because the other person mightbe. That might be their jam. That
he's also.
Exactly. And that's the otherpart of it is we always want to pair
people that are good atworking together. And sometimes it
(30:53):
doesn't work out. And we arevery consistent about making sure
that we are getting happy,productive relationships with our
clients. And if we don't, wemake a change. And most of the time,
we're not necessarily lettingthe person go. We've had amazing
people that work really wellwith one client and that same amazing
person. You move them toanother client and it doesn't work.
(31:15):
It's like the perfectly goodheart that's being transplanted into
a body and the body rejectsit. Those things happen. We always
have to be mindful of thosethings. But when it, when it does
work, we have clients who havebeen working with their teams for
eight plus years, theirfamily, most all of them never met
face to face. But I've beenback and forth to India and brought
(31:38):
gifts to them and sent giftsback to the, you know, the, their
contacts in the U.S. it's afun thing to create because it's.
It's almost like you'recreating an extended family.
Oh, absolutely.
Yeah.
Well, Brian, as we get closeto wrapping up here, it's been a
great conversation. And youand I could probably talk on this
(31:58):
stuff for hours.
Sure, we could.
Great insight for ourlisteners and small business owners
on leveraging outsourcing as ameans to help them get to where they
want to get to. So how canpeople connect up with you, Brian?
Yeah, you can find me onLinkedIn. It's Brian Hunt and Core
RPO is the name of thebusiness. You can email me@brianorepo.com
(32:23):
and it's core with a K. Soit's K O, R, E, R, P O.
We'll definitely have that inthe show. Notes, do you have anything
for our listeners?
Yeah, I'd love to offer a freeconsultation. I really think outsourcing
is about your business andit's something everybody can benefit
from. I think it's scary forsome people because it's, it's, it
(32:47):
can be new and unique andthere's a lot of uncertainty about
it. I always say if you wantjust one off skilled person to do
a project, there are plenty ofamazing gig economy sites available
to do all kinds of skilledtasks. But if you really want to
build something within yourorganization to be a part of your
business, you should reallypartner with a company like mine
(33:09):
to get the right people to dothe right things and make sure that
there's oversight, all kindsof things that go.
They'Ve become an extension ofthe business.
Absolutely.
Brian, it's been a pleasurehaving you on the Business Superfan
podcast. Great conversationand we look forward to perhaps having
you on the show again down the road.
That'd be great. All right.Thanks, Freddie. Appreciate it.
(33:32):
Yep. Hey, superfan superstarFreddie D. Here. Before we wrap,
here's your three A playbookpower move to attract ideal clients,
turn them into advocates, andaccelerate your business. Here's
the top insight from this Bestpeople are already top performers.
Double their impact bysurrounding them with support, not
(33:54):
red tape. Here's your businessgrowth action Step pinpoint to your
top three internal superfans,then assign them virtual assistant
or contractor support thatfrees them to create bigger wins
for your business. If today'sconversation sparked an idea for
you, or you know of a fellowbusiness leader who could benefit,
(34:15):
share it with them and grabthe full breakdown in the show notes.
Let's accelerate and startcreating business superfans who champion
your brand.
Hey Freddy D. Here in thisepisode 90, we're joined by Brian
Hunt, CEO of Core RPO and CoreBPO. A dynamic leader with a passion
for building high performanceteam and driving strategic growth
through smart outsourcing.With over a decade of executive experience
in staffing and recruiting,Brian has helped businesses from
(02:22):
startups to Fortune 1000companies reclaim their time and
focus on innovation. ThroughCore RPO and Core bpo, he delivers
customized solutions thatstreamline recruitment and the business
operations across hr, customerservice, sales, marketing and more.
Brian's global leadershipbackground and holistic approach
(02:45):
makes him a powerful ally forany organization looking to scale
with purpose. Welcome Brian.
Thanks Freddie. Happy to be here.
So tell us a little bit aboutthe backstory of how Core RPO come
all about.
I've been working in some formof outsourcing capacity my entire
(03:06):
career. I started with bigconsulting companies like Deloitte
and Accenture and ran allkinds of big projects and large programs,
primarily in softwaredevelopment. I had design teams in
Argentina and Venezuela andsoftware development teams in Costa
Rica. I've always for somereason been gravitating towards large,
(03:30):
complex problems that need alarge complex solution and so outsourcing
became part of that. I had anumber of different ventures during
my late 20s and early 30s. Inmy mid-30s I ended up taking over
a staffing and recruitingcompany in Southern California and
(03:51):
moved my family to beautifulLaguna Beach. Had some challenges
in the beginning, growingstaffing and recruiting company didn't
have much experience withthat. Partnered with the original
founder who had sold thebusiness to us and quickly realized
there's an opportunity here tobuild a team of recruiters offshore
to support my team onshore.Over the years that grew and became
(04:15):
such a successful piece of ourbusiness, you ended up spinning it
out in its own entity andproviding not only recruiting services
but all kinds of otherservices today. So we do marketing,
outbound calling, virtualassistant services from accounting
and finance work. It's reallyjust to become a talented group of
individuals who are happy tohelp my clients. That's where the
(04:38):
inception began.
How important is it to bringon good team members? Whether it's
an employee or a contractor.
It'S absolutely critical and Ithink one of the most important things
that companies do is hiringand the hiring process. My director
(05:00):
in India is the most thoroughin screening for both skills and
culture fit. I've really grownto appreciate his process and how
thorough he is at screeningand bringing in new employees and
as a result it's kept thisamazing culture of hardworking and
(05:24):
great people One of the thingsthat's unique about India is there's
just such a massive employmentpopulation. I read a statistic that
there's a million peoplecoming into the workforce every month
in India. If you think abouthow many jobs need to be created
(05:45):
to absorb that large of aworkforce, we do job fairs internally,
and a hundred people will showup to a small company job fair. It's
pretty amazing, but it allowsus to also screen and get some of
the best people who areexcited about working for Core RPO
and excited about working withour team.
Before we started recording,we talked a little bit about the
(06:06):
importance of culture. You geta bad apple in there, and that can
really decimate a culture in acompany because it spreads negativity
and issues, poisoning thewhole culture pretty quickly.
Absolutely. Yeah. And I thinkwe were speaking earlier about the
idea that you need to createsuperfans internally. If your employees
(06:29):
don't love working for yourorganization, then it's time to look
in the mirror. One, maybethere's something that you can do
better, or two, maybe you justhave the wrong person in the wrong
role. I've always been verycareful about making sure to put
people in a position wherethey can be successful. Not everybody
is cut out for every job. Ithink that's one of the things that
(06:50):
I appreciate more later in mycareer. There's such a wide range
of people in this world, andthere are so many different people
who would love the job thatyou had. Right. And other people
who may not care for it. It'sreally important to put people into
roles and have them workingnot only on things they work on,
(07:11):
but with people they workwith. It's absolutely critical.
Yeah. And it also comes intothe point of Maslow's theory that
sometimes we do a bad job ofpromoting somebody to their level
of incompetence because theycan't handle the new position they're
in. And they may have been arock star one step below, but this
(07:31):
whole new level, they don'thave the skill set to handle that
position, and that startscreating a problem. So even though
they've been a rock star, youknow, I've seen it over my years
in a SaaS world where peoplegot promoted and they were horrible
in that position. And justlike you mentioned, that wasn't for
(07:52):
them.
Yeah. Earlier in my career, Ithink I had a harder time letting
people go. It's never easyletting people go, and I'm certainly
never cold or heartless aboutit, but I do feel like sometimes
you're freeing that person upto find something they can be passionate
(08:14):
about, something they canlove. If ultimately they're not doing
very well at a role, then it'sprobably not the right fit for them.
Sounds like we've both seenthat in our careers.
Yeah.
We talked earlier about themulticultural aspect of leveraging
technology and individualsfrom different parts of the world.
I used to run sales on aglobal scale and set up 60 different
(08:37):
resellers in differentcountries. It was amazing the things
that I learned dealing withdifferent cultures. I look at things
completely differently todaythan before I got into that role.
Some of those people were mygreatest assets in sales. Growing,
getting ideas and marketingstrategies and everything else. In
(09:00):
my case, I was working withindependent distributors. So these
guys were software resellers,basically what we called value added
resellers. They had 5, 6, 7,12 different software products. So
I've got to get mind share forthem to market my product thousands
of miles away. It was reallyall about the relationship at all
(09:24):
aspects of their company. Notjust the owners of the company, but
the sales team, the supportteam and everything else.
Absolutely. Absolutely.Cultures have fascinated me. I was
fortunate enough to liveabroad when I was young. I was 18
years old and took a year offbetween college in high school. I
(09:44):
lived in Spain for a while.Being in a different country, it
doesn't really matter whatcountry it is. But if you're assimilating
to a new culture, potentiallya new language, it's such a humbling
experience. You learn so muchabout the different nuances of you
versus the people you'resurrounding yourself with in this
new country, you know, andthey're so different. I've been fortunate
(10:06):
enough to work with people allover the world. Philippines, Argentina,
Costa Rica, various CentralAmerican countries, Caribbean countries,
European countries as well.It's such a unique world that we
live in. It's fun to watch itblend in a lot of ways and see the
differences between thecultures that you bring together.
(10:27):
In fact, I have a customer inthe Netherlands and when they started
working with my team in India,there's a very kind of straight to
the point kind of directnessto the Dutch culture.
Right.
And it's not the same inIndia. It's funny because I've done
my best to instill a bit of myculture into my team in India to
(10:53):
be a little bit more direct inhow they're communicating with our
clients and making sure thateveryone is on the same page. Different
cultures have different waysof doing things and communicating
A lot can get lost intranslation and it has nothing to
do with the actual language.It's for the tone and culture of
(11:13):
it.
Oh sure. I was actually bornin France, but at two months old
we came to the United States.When I was young, I would go back
and spend my summers betweenschool seasons. That's where I learned
a travel bug when I was tryingto sell years ago into Japan. They
loved the technology, theyloved the business plan, but they
would never sign the contractto be a mass distributor. I couldn't
(11:36):
figure out why. And I was inAustralia, talking to my distributor
there and he says, what areyou talking about? Says talk about
the business opportunity, thecoolness of the software, the contractor
intelligence. He goes, shutthe heck up about that stuff. Start
talking about them or learnabout them. And really it completely
changed my whole approach. Acouple months later when I went there
(11:57):
and asked them show me arounda little bit. When they came to Scottsdale,
Arizona, we had a two hourmeeting and I took them around to
show them the area. Monthlater I had a $200,000 contract come
in, you know, because wechanged the focus of the conversation.
So let's go into some of thethings that you guys do at core rpo.
(12:22):
Yeah. So like I said, itstarted off as in recruiting and
we have an amazing group ofrecruiters. We have a number of different
clients from all differentindustries. We've got recruiters
in the Netherlands on lifesciences opportunities, recruiters
in the UK working on financialservices, clients t and technology
(12:44):
recruiters working across theus. We've done everything from nursing,
oil and gas, accounting,finance, marketing, you name it.
It's fun. I really enjoyhelping clients build their recruiting
teams, the processes and howto make it work. We've got really
great people and recruiting isreally just another form of sales.
So our offerings have evolvedinto all kinds of different social
(13:07):
media marketing, emailmarketing and search engine optimization.
We're doing a lot of outboundcalling and appointment setting and
all kinds of differentinitiatives for our clients. It's
really evolved into providinga lot of different services for our
customers.
And so how important is it togo through the process of identifying
(13:32):
the right individual? And whatcan a small to mid sized business
do that they're probably notdoing and should be doing to vet
whether it's an employee or acontractor or whether they're going
to be working with a supplier,distributor, et cetera?
Yeah, I mean like we talkedabout, hiring is key. I think every
(13:53):
small business struggles witha number of different things. How
to attract and retain reallygood people. Small business certainly
has budgetary constraints. Itmay have Constraints on its ability
to grow. Because of that, Ireally enjoy working with small business
owners. I love the theme ofyour podcast. Building super fans
(14:14):
within your organization andoutside of your organization can
really be champions for you.The idea of working with small businesses
to help them do whateverthey're doing a little bit better,
maybe a little bit more of it,and it's never one size fits all.
Businesses are all so uniqueand different. There's certainly
some commonalities. You gottado some marketing, you gotta do some
(14:37):
sales, you gotta do someaccounting and finance work. You
got some operational aspects.There's some commonalities for sure.
The appropriate blend of thosethings, how things are going to work
efficiently, how to work withthe team that they have and make
them more successful. That'sprobably the thing I like most about
my job, is working with smallbusiness owners to help them make
(14:59):
their people better, moreefficient. Help them. It's gratifying
when you have someone in anorganization that might be overworked
or underpaid and overworked,and to be able to help them be more
successful in what they'redoing is one of my favorite parts
of we do. Yeah.
Because one of my quotes in mybook is people will crawl through
(15:21):
broken glass for appreciationand recognition. And you know, somebody
that's overworked and maybeunderpaid, you can come in and say,
hey, you need to rectify thisbecause this is your ace player.
Do you? And they need to becompensated and appreciated and recognized.
It's one thing to recognizesomebody individually saying, hey,
(15:44):
Brian, thanks a lot, reallyappreciate the extra effort. And
it's another thing to say,hey, everybody, I want to take a
moment to recognize Brian forreally knocking it out of the ballpark
on this particular project.For us, that whole energy changes
and it not only empowers theindividual, but it empowers your
team. Because now all of asudden your team go, wow, they really
(16:06):
appreciate what we're doing. Iwant to do more. I want to be that
guy or that gal that gotrecognized in front of everybody.
And so one of the things Ialways talk about is, you know, the
little things are really thebig things.
Absolutely. The little thingsare definitely the big things. It's
the little appreciations youcan give here and there. It doesn't
(16:28):
have to be monumental. We usedto do big presidents, clubs, trips
where we would take the topperforming people beautiful places
around the world, and it wasalways fun and a big ticket item.
But even the little things gosuch a long way. People really want
to be appreciated for whatthey're doing on a daily basis. I
think the same thing goes forrelationships and marriages. It's
(16:49):
just a little bit ofappreciation that goes a long way.
And, you know, I'm just a bigfan of. Every small business has
that hero in there. You callthem super fans, but someone who
really kind of carries theteam. Thinking of a buddy of mine
who I talked to earlier today,and without Patty, he would be done.
Right.
It's one of those things whereI love being able to say, how can
(17:12):
we help Patty? It's going tohelp your business, it's going to
help you as an owner, but howcan we help your people? Because
that's really going to make adifference across the board.
Oh, absolutely. And anotherthing is, yeah, people have a tendency,
and I'm sure you've seen it,that's my employee, that's a contractor.
(17:33):
And that mindset to me isabsolutely ridiculous because that
contractor brings just as muchvalue as the employee in a lot of
cases, more. Because theirskill set to specialize. That's why
you brought them in.
Absolutely. Absolutely. Andit's funny, that's probably one of
(17:54):
the things that is a bighurdle for us. Most of our staff
are typically 10,000 milesaway from our clients. In many ways,
they can be kind of anafterthought. One of the requirements
that I have is all of my staffworks at the same time zone as my
clients. UK EU shift. I havean Asia shift and a North America
(18:17):
shift. So whatever time zonemy clients are in, that's when they're
going to be working with theirteam. And every day, it's not only
online meetings like this withtheir teams, but it could be daily
prioritization meetings.There's daily chat sessions that
happen on a regular basis. Wereally enforce the importance of
(18:38):
our people are going to be apart of your organization. They may
be 10,000 miles away, butthey're going to feel like they're
right next door becausethey'll be there for you when you
need them. They're going to bereliable and good at what they do.
Every client that we have hasa team lead as well. So if you're
working with one of my staffmembers, they'll have a team lead
(18:58):
who's helping to bridgecommunication and make sure that
everyone is on the same pageand working together, successful.
And that's really theimportant part is making sure that
they're all working togetheras a team. It's not, this is my employees
and these are the contractors.There's businesses that that's their
mindset. I've seen them andyou know, that's their mindset. Well,
(19:20):
they're just contractors.Disposable. It's like, well, no,
step back and look what wouldhappen if all your contractors going.
I share that because I workwith an interpreting and translation
company a couple years ago andall the interpreters were contractors.
They had the mindset wherethey should be grateful we're giving
(19:43):
them work. I was like, wait aminute, they're going to the hospital
interpreting in theirlanguage. So they're really the front
line to the customer, not you.The customer is not seeing you coming
in to do the interpreting.It's the contractor, it's the specialist
(20:05):
that speaks that language.Whether it's American Sign Language,
Spanish, Polish or Swahili.You need to be taking care of those
like gold. Because nocontractors, you're out of business.
Yep, absolutely. Absolutely.It's interesting too. Like I said,
every client is unique in howthey operate. But I find that if
(20:30):
a company has a culture ofbeing super competitive where it's
a bit of a dog eat dog world,it can be a great production environment.
You have high achieving,competitive people who are competing
against each other andultimately make the whole team better
off. But it needs a little bitof a softer undertone, so to speak.
(20:52):
It can't be completely SharkTank, right? You have to have an
element of we're all workingtogether on the same team here. And
so that's one of the thingsthat we come across frequently because
there's a number of thosetypes of organizations in the sales
and recruiting space. Wheneverwe're working with them, we want
to make sure we're on the samepage as to the success and failure
(21:16):
of the whole group. Forexample, we have one client where
we're doing essentiallyappointment setting for them. And
the client had one or twofolks that were just both doing setting
and closing, if that makessense. They were kind of making the
calls and closing the deals.And then we had one closer that we
were supporting and we had ateam of four making calls to set
(21:40):
appointments for him and hewas closing deal after deal after
deal and it became this bit ofa machine. Right. Then you have these
other two kind of independentsthinking, I want a team of four people
sending appointments for me aswell. So it's fun to watch these
organizations evolve too,because sometimes we come in as saviors
and they're excited to have ushelp. Other times it's some form
(22:01):
of competition. And I alwayslaugh at those scenarios because
we're not really out tocompete with any of our clients.
We're always just out to help them.
You bring me back a memoryyears ago when I was selling, me
and this one guy in thecompany were always battling for
top sales. Guy. I have acouple of plaques on the wall. Either
(22:22):
I had the top sales and hecame in second, or the next year
he came in first and I came insecond. We were first in the categories.
So it was kind of cleverbecause we never were first or second.
I had the most volume, he hadthe most deals. We're still friends
30 years later because it wasa fun competition. It can be very
healthy and the companybenefits. Everybody benefits. But
(22:47):
it's gotta be done in theright way. Neither one of us were
losers. It wasn't first andsecond because second is first loser
for competitive people. Butthe way it was structured, we both
won in different categories.
Yeah, that's great. It's agood way to set it up.
So share a story of how youguys came in and really turned around
(23:08):
a company that was havingissues in their outsourcing and onboarding.
Yeah. It really starts withthe owner's mentality. Right. It
really has to start from thetop and they have to really embrace
it. Outsourcing been aroundforever. It's not a new concept.
(23:28):
But still think people have adifficult time wrapping their heads
around it, getting comfortablewith it. It can be threatening to
some folks. Ultimately, theway the owner presents it, the way
the owner approaches it, is abig portion of being successful.
(23:48):
That's why I always say rewardyour best people, give your best
people more help and they willdo more for you. Right. And it's
kind of the approach that wetake. If that's really the starting
point, who in yourorganization could benefit from more
help? Right. And how does thatlook? You know, and that can be kind
of virtual assistant typework, you know, email management,
(24:12):
that kind of thing. There's awhole bunch of different scenarios
that come across in terms ofhelp. Right. And the company that
really embrace it, I think doan amazing job. And what I've learned
too is your best people aregoing to be the ones that are the
best at helping our staffbecome better at what they're doing.
(24:35):
Right. If you have staff thatmay or may not be your top performing
or best employees, theyquickly won't be able to manage or
support, develop or train. Ourteam helped them. And I've seen that
over and over again. And it'sinteresting. We had one client who
dipped the toe in the water,hired one or two people, and quickly
(24:58):
Realized, oh, your team isreally good. And I can see how this
person's working really wellwith them and then this other person's
not really working well withthem. But it became kind of an organizational
shift and they brought in moreof our people to work with their
top person who was helpingthem the best. And it ended up increasing
and eventually doubling theirproduction and overall revenue and
(25:22):
results. So I think iforganizations really take a hard
look at themselves in themirror and think about people who
are truly adding value, peoplewho are the super fans, people who
are making super fans, yourcustomers, those are the ones that
you want to provide the most support.
Absolutely.
For. That's your salesforce.Right. And sometimes it can be what's
(25:45):
going to make your life alittle better. And you know, we've
had our virtual assistants whoare kind of doing more personal assistant
type work for a number of ourclients because frankly, that little
bit of effort to take thingsoff their plate is going to make
that top performing employeethat much more engaged and excited
and better at what they do.
(26:06):
And you just said a magicthing right there is going above
and beyond doing theunexpected. I call it in my book,
the unexpected extra. And thatgoes back to the little things are
the big things. Because doingthat little unexpected extra going
above and beyond changesdynamics and all of a sudden things
(26:27):
start to work better. There'smore appreciation, gratitude steps
into the equation and itcreates a bond where both individuals
are working more harmoniouslybecause now they've learned to appreciate
what each one other brings tothe table.
(26:49):
Absolutely. Absolutely. Andlike anything, it can take some time
and some adoption. There's abit of change, behaviors change.
But what I found is goodpeople have good habits and it usually
comes natural to them. It's agenuine authenticity. They're top
performers because of how theywere raised or trained earlier in
(27:13):
their career. There'ssomething that makes them special.
They're already great. And themore you can do to help them, they're
just going to do more. Youfree up their time to do more things
and they're probably going todo more great things. And that's
what I've found with a lot ofmy best clients is they get that.
Yeah. And that'stransformative for their business
(27:34):
because their business all ofa sudden goes from here right up
to there. It wasn't really alot of extra effort or a ton of money
that got spent. It just all ofa sudden everybody started working
together. One of those racingboats. When I lived in Chicago and
Lincoln park, there's A littleriver, and you see everybody lined
up in a row on their littlerowboat. And if you think about it,
(27:57):
how can they race that thing?Everybody's got to be in synchronization,
going in the same direction,same mindset. Otherwise you're not
going too far too fast.
Oh, yeah. Yep. Absolutely.That's a great analogy. It's a great
sport. I love all theanalogies that go along with rowing
because it's 100% true. Thesynchronization, all in the same
(28:18):
direction.
It's critical. It's timing. Imean, it's on top of its timing.
You can't be two seconds behind.
No.
Because that is. You gotta bea machine running that thing. So
it's a lot of fun. It's a lotof fun watching it. I use that as
an example for businesses,because at the end of the day, if
someone's off, that affectseverything 100%.
(28:40):
100%. Yeah. And it'sinteresting, too. I think in business,
you know, there are also timeswhen we expect a lot from people.
Right. Or, you know, when theytake on a lot, we tend to add more
onto their plates. I'm eventhinking about my director in India,
who I'm constantly throwingcurve balls and new projects at,
(29:02):
and I think he really doesenjoy it. But I do. I asked a lot
of him, and it seems likeevery new challenge, he embraces
it. But I'm also mindful of,hey, what is he not good at? What
is he. What is he not going towant to do? Let's be honest about
that as well. You can havesome amazing superstar players, and
(29:22):
they're not good at. Insertsomething they're not good at. And
how do you help them? Byfinding somebody who can help them
with that. Right?
Yeah. Really? That's it.Instead of chastising them that they're
not good at it, acknowledgethe fact that it's just not their
thing. You don't want todemotivate and create negativity.
(29:45):
Their whole mindset's gonnashift, and what they're really good
at, they're not gonna be asgood at anymore because they're stuck
grumbling about stuff theydon't care to do. A simple tweak
of bringing someone else tohelp handle that and take it off
their plate continues the momentum.
Absolutely. Yeah. It'sactually really fun going into new
(30:06):
organizations, especially whenthey're not quite sure about outsourcing.
How does this work? They'venever worked with somebody in India,
so they're like, huh, Wait,how's This gonna work? How are we
gonna work together? There's alittle bit of a learning curve, but
it's fun to watch those peoplethat get it and then they're like,
oh, okay. So I can give themthis, this, and this, and I can free
(30:31):
up my time to go that. Cause Ilike doing that. And I'm good at
that. That feels good, but I'mnot good at this. So let me give
more of this to them and thenI can go do more of this, which is
going to help everybody.
Because the other person mightbe. That might be their jam. That
he's also.
Exactly. And that's the otherpart of it is we always want to pair
people that are good atworking together. And sometimes it
(30:53):
doesn't work out. And we arevery consistent about making sure
that we are getting happy,productive relationships with our
clients. And if we don't, wemake a change. And most of the time,
we're not necessarily lettingthe person go. We've had amazing
people that work really wellwith one client and that same amazing
person. You move them toanother client and it doesn't work.
(31:15):
It's like the perfectly goodheart that's being transplanted into
a body and the body rejectsit. Those things happen. We always
have to be mindful of thosethings. But when it, when it does
work, we have clients who havebeen working with their teams for
eight plus years, theirfamily, most all of them never met
face to face. But I've beenback and forth to India and brought
(31:38):
gifts to them and sent giftsback to the, you know, the, their
contacts in the U.S. it's afun thing to create because it's.
It's almost like you'recreating an extended family.
Oh, absolutely.
Yeah.
Well, Brian, as we get closeto wrapping up here, it's been a
great conversation. And youand I could probably talk on this
(31:58):
stuff for hours.
Sure, we could.
Great insight for ourlisteners and small business owners
on leveraging outsourcing as ameans to help them get to where they
want to get to. So how canpeople connect up with you, Brian?
Yeah, you can find me onLinkedIn. It's Brian Hunt and Core
RPO is the name of thebusiness. You can email me@brianorepo.com
(32:23):
and it's core with a K. Soit's K O, R, E, R, P O.
We'll definitely have that inthe show. Notes, do you have anything
for our listeners?
Yeah, I'd love to offer a freeconsultation. I really think outsourcing
is about your business andit's something everybody can benefit
from. I think it's scary forsome people because it's, it's, it
(32:47):
can be new and unique andthere's a lot of uncertainty about
it. I always say if you wantjust one off skilled person to do
a project, there are plenty ofamazing gig economy sites available
to do all kinds of skilledtasks. But if you really want to
build something within yourorganization to be a part of your
business, you should reallypartner with a company like mine
(33:09):
to get the right people to dothe right things and make sure that
there's oversight, all kindsof things that go.
They'Ve become an extension ofthe business.
Absolutely.
Brian, it's been a pleasurehaving you on the Business Superfan
podcast. Great conversationand we look forward to perhaps having
you on the show again down the road.
That'd be great. All right.Thanks, Freddie. Appreciate it.
(33:32):
Yep. Hey, superfan superstarFreddie D. Here. Before we wrap,
here's your three A playbookpower move to attract ideal clients,
turn them into advocates, andaccelerate your business. Here's
the top insight from this Bestpeople are already top performers.
Double their impact bysurrounding them with support, not
(33:54):
red tape. Here's your businessgrowth action Step pinpoint to your
top three internal superfans,then assign them virtual assistant
or contractor support thatfrees them to create bigger wins
for your business. If today'sconversation sparked an idea for
you, or you know of a fellowbusiness leader who could benefit,
(34:15):
share it with them and grabthe full breakdown in the show notes.
Let's accelerate and startcreating business superfans who champion
your brand.
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