June 23, 2025 • 29 mins
Have you struggled with finding success when hiring marketing agencies? If you have, there’s a good chance it is not because the marketer doesn’t know what to do. Our guest today is Peter Murphy Lewis, and he explains to us the Big 5 Mistakes leaders make when hiring marketing agencies.
TODAY'S WIN-WIN:
Consider using LinkedIn as a second website for your franchise recruitment efforts.
LINKS FROM THE EPISODE:
- Schedule your free franchise consultation with Big Sky Franchise Team: https://bigskyfranchiseteam.com/.
- You can visit our guest's website at:
- Attend our Franchise Sales Training Workshop:
- https://bigskyfranchiseteam.com/franchisesalestraining/
- Connect with our guest on social:
- https://www.linkedin.com/in/petermurphylewis/
- https://www.instagram.com/gringopeter/
ABOUT OUR GUEST:
Peter Murphy Lewis, founder of StrategicPete.com and a notable fractional Chief Marketing Officer, excels in transforming intricate marketing data into actionable strategies that drive growth in various sectors including software, travel, media, zoos, and banking. His talent for finding common ground across diverse industries distinguishes him as a strategic marketing expert. Additionally, Peter hosts two TV shows and produces a documentary, showcasing his storytelling prowess. Residing with his family in an actual zoo in Wichita, Kansas, his personal and professional life is vibrant and engaging. Renowned for leading high-performance teams, Peter is a key advisor for CEOs aiming to clarify their marketing strategies and boost business growth.
ABOUT BIG SKY FRANCHISE TEAM:
This episode is powered by Big Sky Franchise Team. If you are ready to talk about franchising your business you can schedule your free, no-obligation, franchise consultation online at: https://bigskyfranchiseteam.com/.
The information provided in this podcast is for informational and educational purposes only and should not be considered financial, legal, or professional advice. Always consult with a qualified professional before making any business decisions. The views and opinions expressed by guests are their own and do not necessarily reflect those of the host, Big Sky Franchise Team, or our affiliates. Additionally, this podcast may feature sponsors or advertisers, but any mention of products or services does not constitute an endorsement. Please do your own research before making any purchasing or business decisions.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Welcome to the Multiply your Success podcast,
where each week, we helpgrowth-minded entrepreneurs and
franchise leaders take the nextstep in their expansion journey.
I'm your host, Tom Dufour, CEOof Big Sky Franchise Team, and
as we open today, I'm wonderingif you have struggled with
finding success when hiringmarketing agencies.
And if you have, there's a goodchance it's not because the
(00:24):
marketer doesn't know what to do.
Our guest today is Peter MurphyLewis, and he explains to us
the big mistakes leaders makewhen hiring marketing agencies,
as well as a few little nuggetsabout LinkedIn and working with
interns.
You're going to really likethese.
Now, Peter Murphy Lewis is thefounder of StrategicPetecom and
(00:46):
a notable fractional chiefmarketing officer.
He excels in transformingintricate marketing data into
actionable strategies that drivegrowth in various sectors,
including software, travel,media, zoos and banking.
His talent for finding commonground across diverse industries
distinguishes him as amarketing expert.
Additionally, Peter hosts twoTV shows and produces a
(01:07):
documentary showcasing hisstorytelling prowess.
Residing with his family in anactual zoo in Wichita, Kansas,
his personal and professionallife is vibrant and engaging.
Renowned for leadinghigh-performance teams, Peter is
a key advisor for CEOs aimingto clarify their marketing
strategies and boost businessgrowth.
You're going to love thisinterview, so let's go ahead and
(01:28):
jump right into it.
Speaker 2 (01:29):
Peter Murphy, lewis title founder, ceo,
documentarian TV guy, dad, weirdguy who lives in a zoo company
is Strategic Petestrategicpetecom.
Speaker 1 (01:43):
Let's talk about this new webinar you've released,
called the five big mistakeswhen hiring a marketing agency
or related around that.
So let's talk through it.
I'd love for you to dig in andwhat are these five big mistakes
and what prompted you to wantto put this webinar and
educational content together?
Speaker 2 (02:03):
Before I dive into kind of what it looks like and
how I help people.
It came to be partially becauseof two things Most of my
clients who hire me as afractional chief marketing
officer when they bring me in,there's a fair amount of cleanup
and that cleanup doesn't haveto do with employees.
It has a little bit to do withscorecard, a little bit
(02:24):
attribution, sometimes a littlebit with CRM or funnels, but
most of the time the very firstcleanup has to do with marketing
agencies and when I'm broughtin most of my clients who are
doing more than one to twomillion dollars a year, they
have three to four marketingagencies in some type of
retainer.
It might be SEO, it might belead generation, it might be
(02:45):
LinkedIn, it might be PPC, itmight be podcast pitching,
whatever that is, and they areexecuting extremely well on
things unrelated to the businessgoals of my clients.
So it might be great that youknow how to nail a nail better
than anybody else, but if I needyou to work on drywall, we need
(03:08):
to talk about a differentstrategy or a different tool or
a different plan.
So that's how I got into it andwhat I realized that this was
painful outside of my ecosystemis.
I saw a post by a friend insideof a Slack community the other
day and this person is a brokerof marketing agencies, so he's
interviewed.
The other day, and this personis a broker of marketing
agencies, so he's interviewedthousands and thousands and he
(03:28):
just said, over and over andover, the kind of the same thing
I do.
Marketing agencies are reallygood at executing upon what they
are supposed to do, but thatdoesn't mean that they set up
the strategy, so somebody onyour team has to give them the
strategy.
And then I realized well, whydon't I take what I do on a
day-to-day basis and set up aneducational format that will
help people who have thatmarketing chaos with their
(03:50):
agencies?
Speaker 1 (03:51):
And I think, as you describe it, that marketing
chaos is something that I'veseen with marketing agencies
I've hired for my own business.
It's what I've seen in clientsI've worked with.
It's just a common frustrationpoint that I've seen where the
client, the owner, is lookingfor certain results and they
(04:11):
like their agency.
In most cases they like thedigital agency they interviewed.
They selected this group for areason because they thought
there was a fit.
They checked the importantboxes for them and yet the
results aren't there.
Or, as you described, theagency maybe has a different
idea of what those results aresupposed to be and it's not
(04:32):
connected.
It's incongruent.
So I'd love for you to talkabout these five mistakes that
you oftentimes see.
Yeah, I mean.
Speaker 2 (04:39):
The first one is falling for the sales pitch.
So this is not talking aboutthe agency that you like, like
you mentioned, tom, or theagency that I even have.
I hire agencies inside of myagency.
This is falling for the personwho knows how to do great sales
and not following up with casestudies and making sure that
they're actually inside of yourniche, right?
(05:01):
So if I'm hiring a podcastagency, they might be great at
B2C or they might be great inathletic space, but they don't
know how to find me guests inanother area.
They don't know how to formatmy program, so it's different
than somebody else, right?
So be careful with your salespitch.
Make sure you're talking tosome of their clients.
I am just to kind of head alongthe case study.
(05:22):
I am one of the leading casestudies for one of the podcast
agencies that I used to hire,and people reach out to me all
the time, and every single timethey reach out to me, I always
say what is your niche?
What are you trying to achieve?
Because the podcast agencyyou're talking to does amazing
execution in X, y and Z, but Idon't know if that's your goal,
(05:44):
right?
So slow down and make sure it'sin your niche, it's lines with
your goals.
The podcast agency I hiredpositioned me as a keynote
speaker and then helped me sellthree, three documentaries Great
job.
Did they bring me leads for thesix first six months?
No, so just slow down.
I think the next next item thisis probably the most important
and this lines up with the fifthmistake is when you delegate
(06:09):
strategy to the marketing agencyand I think that's kind of what
I shared to you with how I gotinto this and about my friend's
post who's interviewed thousandsand thousands or thousands of
agencies is delegating strategyto the agency?
No, you delegate execution tothe agency and you have to have
someone inside of your executiveteam who can take your
quarterly goals and your annualgoals and line those up with
(06:32):
what the execution of the agencyis.
And if you can't do that, thenyou need somebody like me and
you don't have to hire me LikeI'm a fractional chief marketing
officer.
But go find somebody specificin your niche If it's franchise,
if it's brick and mortar, ifit's franchise, if it's brick
and mortar, if it's digitalonline, if it's banking.
Go find a version of me who'sspectacular at lining up
(06:53):
strategy in your niche so thatthen, when you hire the agency,
you're not throwing paint at thewall or spaghetti at the wall.
You need to line that up slowly.
Speaker 1 (06:59):
For delegating this strategy and finding someone
like you or with that type ofbackground.
Do you have any I don't know ifit's best practices or
strategies to help someone kindof sift through the myriad of
potential options out there?
It's hard to tell not justwhose quality, but just how do
you kind of narrow that down orfind that niche person?
(07:19):
Do you have any suggestions orstarting points someone might be
able to take action on?
Speaker 2 (07:24):
I think I have two based on your question.
The first one is around how tofind the agency, and probably
also it works for trying to findyour fractional chief marketing
officer or maybe your sales orCOO.
I love to do an Eisenhowermatrix, and this isn't because
(07:44):
I'm from Kansas and Dwight DEisenhower is from Kansas, it's
because I use it in absolutelyeverything that I do, and this
is just a simple matrix thatdetermines what are the
different alternatives I havethat are going to have the most
amount of impact on the outcomethat I want with the least
amount of effort.
I do this from my internalresources.
(08:05):
So let's say, for example, I'mgoing to hire that fractional
CMO, what are the internalresources that I have that cost
me the least amount of effort,that will give me the most
amount of effort?
And then I try to juxtaposethat or contrast that with who
is the person I need to hire?
Right?
So if I have somebody on myteam like you, tom, who's great
at speaking, good at camera,could be a keynote speaker, well
(08:28):
, the person I'm going to hiredoesn't necessarily need to be
those.
The person might need to bedetail-oriented if Tom's not, or
they might need to be good athiring or SOPs if Tom's not, or
being meticulous around metricsthat Tom's not so right.
So you also need to line up alittle bit of personality and
internal resources with thatperson that you plan to hire.
(08:51):
I think that'll save you a lotof time because you're not
doubling up on resources thatyou already have.
And I think the same thingapplies when you go find the
agency.
You need to slow down and youneed to think about okay, so Tom
and I want to grow our pipelineor shorten our sales cycle or
increase the amount of MQLs thisquarter so we have a big impact
on Q3.
Whatever this is, you need tothink about those quarterly and
(09:15):
annual goals that you have as ateam.
And then you need to thinkabout what are your three to
seven alternatives or optionsfor making that come to fruition
.
Put that into your Eisenhowermatrix.
Think about your lowest effort,highest impact.
Once you put those, you linethose up, what's your number one
, your number two and numberthree?
(09:35):
Then go find the agency thatcan execute upon that Eisenhower
matrix.
Speaker 1 (09:39):
You've given us these first two mistakes.
What's number three on yourlist?
Speaker 2 (09:43):
I think that this will resonate with anybody who
has hired a marketing agency inthe last 10 years of their life.
Overlooking operationalalignment, this means is the
marketing agency going to pluginto your tools?
Are they going to put theirdata, their metrics, their
outcomes, their deliverablesinto your CRM?
(10:06):
Are they going to speak to youon the system that you want to?
Are they going to be in Trelloand you're going to be in Asana?
Are you going to be in HubSpot?
They're going to be inSalesforce.
Are they going to be on emailand you're going to be in Slack?
Are you going to be able totalk to them on a phone?
Are they going to be on GoogleMeet?
Are you going to be on Zoom?
Some of these operationalalignments, especially once
(10:27):
you're scaling and you'reworking with two agencies, are
just some simple basics, right?
I mean, it's coming down tofriends that you're going to
have over your house for aweekend.
If you have to work on Fridayand these friends are going to
show up on Friday, are thesepeople that you like to have on
your house that are going to letyou have a Zoom call?
Are these people going to cleanup your dishes afterwards?
(10:48):
You have to have someoperational alignment when you
have some friends with kids overto your house and you're going
to be working.
It's the same thing when itcomes to tools when working with
a marketing agency.
Speaker 1 (10:58):
That's very, very well said.
Yeah, and I mean I just thinkback to experiences that I've
gone through where things seemedgreat, but once we got into an
execution standpoint, thingswent a bit awry because I didn't
do what you had suggested herefind this out ahead of time,
where the tools and othertechnologies and systems we were
using didn't line up with them,and it just it clouded the
(11:23):
potential success we could havehad.
It just made it unclear.
Speaker 2 (11:28):
You could probably tell by my example.
I have some friends with kidscoming over this weekend, so
sorry to take this to real lifeexamples of where somebody's
cluttering up my small twobedroom, one bath household.
I think it'll resonate.
Speaker 1 (11:42):
So now we're on number four on your list.
What's number four?
Speaker 2 (11:45):
This is the last one, because I already kind of
doubled up on the fact youshouldn't delegate strategy.
And if you are going todelegate strategy to a market,
if you do have to delegate it,you better hire somebody who's
strategic, like a fractional CMO, so kind of the last one for
this episode or this chat ispaying for vanity metrics
(12:06):
instead of business outcomes.
Okay, so here you need.
You need to make sure that themarketing agency is going to
give you the metrics that youcare about, and you should have
this conversation before youhire them.
And this is going to be perfectright in the moment where
you're negotiating with them.
So if you're going to bend onyour criteria on your checklist
(12:27):
right, so maybe, maybe yourcriteria is five metrics booked
calls, pipeline size and numberof MQLs or whatever it is and
say these people are going tohave different metrics.
They have a different.
It's not showed calls wherethey have booked calls.
Their definition of MQL is alittle bit different than yours.
Your definition is you havetheir phone number and their
(12:48):
email.
Their definition is they havean email.
Whatever the metrics are, ifyou're going to bend on it, make
sure you know ahead of time.
That also gives you anopportunity to negotiate better
rates, right?
So if your checklist or yourcriteria is going to be a little
bit flexible, then you alsohave the opportunity to be a
little bit flexible in thepricing that they're charging
you.
Speaker 1 (13:05):
These are great overviews here on these five big
mistakes and one thing justfrom a practical standpoint that
we had spoken briefly about,but I think this is interesting,
and when we start thinkingabout putting into action some
of your marketing strategy plans, now things are getting
executed.
You're in the thick of it, andone of the topics that I find
myself having a conversationwith many of our clients on, and
(13:28):
we work primarily withgrowth-minded, successful
entrepreneurs that are nowfranchising and they're what we
call an emerging franchise, andthey hear about and see the idea
of generating leads throughLinkedIn for franchise sales,
and so this is a conversation Istart to have.
They're maybe talking toagencies or doing it on their
(13:50):
own or in today's world, nowthey're getting proposals for AI
driven tools or services thatare helping cultivate this and
turns out from our conversation,you happen to be a LinkedIn
expert on B2B engagements andrelationships, so I would love
to just get your thoughts andopinion on such a strategy and
(14:12):
maybe even some background onthat.
Speaker 2 (14:14):
Linkedin is my favorite platform and this kind
of ties into the last marketingmistake right, paying for vanity
metrics.
So I run LinkedIn as my numberone channel for my growth as an
agency, as a professional CMO,and for the majority of my
clients, it ends up being theirfirst or second channel.
(14:36):
And when I say vanity metricsright.
What really matters is leads orbooked calls, right.
It's not impressions, it's nothow many followers.
I have no idea how manyfollowers I have and it really
doesn't matter.
I don't pay anyone to get morefollowers.
My strategy is not morefollowers.
All I'm trying to do is I'musing LinkedIn as my secondary
(15:00):
website.
So in 2005, 2010, the websiteis probably the most important
part of your business if you'rein the digital world.
It was for me, for my firstbusiness, that I just exited,
and today, you know, my websiteis probably my second biggest
asset after LinkedIn.
And so I am constantly when I'mtaking my first booked calls
(15:24):
and my you know my advisoryretainers start at 5K.
My larger engagements are 15kper month.
I'm taking all of these calls,so I am my own SDR and I am
simply asking them how did youfirst hear about me?
They usually remember I askedthem what made them book the
call and 75% of all of my leadsright now are saying my LinkedIn
(15:45):
content.
So the 101 right now for youraudience who's thinking about
using LinkedIn is have a bannerthat speaks to your prospect,
not about you.
So line up the copy so itspeaks to your audience.
Post every single day in a waythat you're trying to deliver as
much value as possible, asfrequently as possible, with
(16:08):
videos or pictures.
It's not Instagram.
And then you also have to thinkabout LinkedIn like a funnel,
right.
So there's about seven days onLinkedIn where, when you're in
recent connection with somebody,they're going to see your
content, and I would say about50% of your content should be
(16:29):
top of funnel, about 20 to 40%should be middle of funnel and
the remainder should be bottomof funnel and you should be
trying to resonate and delivervalue as frequently as possible.
I just had someone today replyto a cold email.
So one of the playbooks thatI'm running, tom and this would
work for your audience as wellis I'm identifying everybody who
hits my website and I'midentifying them, even if they
don't give me their contact.
And I'm identifying everybodywho hits my website and I'm
identifying them, even if theydon't give me their contact, and
I'm getting their LinkedIninformation.
(16:50):
I'm not sending them an emailfor about a day or two.
I'm sending them a LinkedInconnection.
My LinkedIn connection is mybiggest platform because
LinkedIn's algorithm is doingthe work for me to remind that
person who I am and what I offer.
Where everybody's email issaturated.
We have thousands of emails inour inbox every single week, or
(17:10):
at least every single month, onLinkedIn.
I don't have to compete forthat.
Linkedin is showing me to myprospects.
Then I'm sending out a coldemail to that person about two
to three days later.
I'm specifically hitting onsomething that they were on my
website, so I know what theywere looking on my website.
My copy lines up with that.
They usually don't reply.
(17:32):
They observe me for that nextgolden week, those next seven
days of LinkedIn, and sureenough, 75% of the people who
then book a call with me saywhat got them to book a call is
my LinkedIn content.
Speaker 1 (17:43):
As you're describing that, I'm thinking about a
franchise company, a franchisor,the founder or the CEO of the
organization.
They're sitting here thinking,okay, well, this is all well and
good.
How might this apply though I'mnot selling necessarily a
service, this is really someonethat's maybe going to change
their life.
They're going to invest in thisbusiness or they're going to
leave their corporate job andbuy our business and start
(18:06):
running it.
How might you see this changing, if at all, for the strategy,
for example, that you just laidout, compared to a franchise?
Speaker 2 (18:14):
So this would be a person who would be on LinkedIn
trying to find people interestedin buying a franchise right.
Yes, yes, I think it's theexact same playbook.
So all of your posts talk abouthow helpful and how much margin
and how much the industry offranchise is growing.
You talk about why franchiseversus its alternatives, versus
(18:37):
competitors, is a greatalternative or a great resource
for growth.
You talk about you know, whenyou're more bottom of funnel.
You talk about how much incomeyou need to have or how much
savings, and then you talk aboutsome of the unique components
about franchise.
You're not building just areservoir.
Franchise, in my opinion, isprobably a mix of reservoir and
river right.
So after a certain point you'rebuilding up capital, but over
(19:00):
time you're also building up ariver of ongoing revenue.
So I think you just map outwhat are all the great variables
or components or interests inyour franchise and that's what
your posts are about.
And then you're setting up andyou're downloading your ICP.
So maybe your ICP is somebodywho is an executive, who a
(19:24):
C-level executive, whose incomeis probably somewhere between
250K and 800K.
You figure out what size ofcompany, you figure, and then
you go into Sales Navigator.
You're downloading that list,you're having some entry-level
marketer connect that to yourLinkedIn and you're just
automatically connecting withthose people.
Those people are seeing yourpost for the first seven days
(19:45):
when they hit your website.
You're gonna start outboundingto them.
Speaker 1 (19:49):
How can someone get in touch with you and get access
to this webinar or get accessto some of the content you're
producing?
How can they connect?
Speaker 2 (19:56):
There's two ways to get in touch.
Either way, you're going to endup in the exact same funnel
that I just shared with you, soyou can connect with the only
Peter Murphy Lewis on LinkedInand hopefully, within the first
seven days, something about mycontent will resonate.
Reach out to me happy to chatwith you and obviously, if you
come to my website, I'm alsogonna identify who you are and
then you'll see a connectionfrom me on LinkedIn.
Speaker 1 (20:18):
Excellent.
Well, we'll make sure weinclude all those links in the
show notes as well, so ifsomeone's tuning in, they can
click on that and get a quickaccess to it.
Well, this is a great time inthe show here, Pete, where we
ask every guest the same fourquestions before they go.
And the first question we askis have you had a miss or two on
your journey and something youlearned from it?
I have a couple of myths.
Speaker 2 (20:38):
I'll give you a trivial, embarrassing myth going
back to, I want to say, 2009,.
Two years after I started myfirst travel company in South
America and I sent an email tomy business partner letting him
know that it was time for us tolet our head receptionist go.
She wasn't answering emailsfast enough, she wasn't
(20:59):
answering phone callsprofessionally, and I sent the
email to him, came into theoffice about an hour or two
later and there was areceptionist and she said Peter,
you accidentally put me in CCwhen you sent the email to your
business partner.
So embarrassing, but at leastshe knew I had a smart mentor in
my life say never fire somebodywho doesn't know that they're
(21:20):
going to be fired.
Well, she knew that she's goingto be fired when I walked in
the door.
That was embarrassing.
A bigger miss, I think, lookingback on it and this is why I
love your niche, tom, with thefranchise space, if you know, at
my point in my life and youknow you can tell your team to
follow up I'm interested ininvesting in a franchise.
So it's kind of fortunate thatwe were meet to meet today.
(21:41):
But, looking back on, a bigmiss that I did was I, my first
company, was in the travelindustry, and if I were to do it
all over again, I wouldn'tworking in the travel industry.
For me to make more money, Ihad to onboard more personnel,
so my operations got thicker, soit wasn't scalable.
I grew my company to sevenfigures quickly.
(22:03):
I grew it to four differentcities.
In a way, I was a franchise, butI chose the wrong industry.
I chose travel and there wasn'ta lot of way for me to scale
digitally.
I had to scale through peopleand I got to a point where my
operations got so stressful itwasn't worth the seven figures.
And so everything that I'vedone since the travel industry
(22:24):
has been my investments havebeen in different industries.
It's been in banking, where Imake money when people are
sleeping.
Now it's in consulting, where Imake money for other people
when they make money.
So it's kind of a win-win sothat, and it allows me to keep a
smaller team.
Speaker 1 (22:40):
Excellent.
Well, thanks for sharing bothof those.
I appreciate it, and I'd behappy to connect you offline
here with some resources to helpyou on your journey into
franchising.
Yeah Well, the second questionwe ask is have you had a make or
a highlight you'd like to share?
Speaker 2 (22:53):
I'll give you some of the superficial highlights and
then get into kind of biggerones that have had an impact.
Superficial is my when I hadthe travel company.
We got in the New York Timestwice in the first three years
of my company and we had PaulMcCartney, beyonce and Aerosmith
as a client.
On the bigger level istransitioning my TV career.
(23:18):
So I've been a TV host in SouthAmerica for the last 10 years
and I've now transitioned thatsuccess into South America for
the last 10 years and I've nowtransitioned that success into
doing impact storytelling in theUnited States.
I've sold three documentariesin the last nine months and a
couple of them will be on AmazonPrime in the next year.
And that is that.
It's a beautiful industry.
It's something that keeps mecreative.
It has the margin that makes mehave a good quality of life
(23:40):
with my wife and myeight-year-old and that's kind
of my big win.
Speaker 1 (23:44):
Let's talk about a multiplier.
Name of the show is Multiplyyour Success, and so we always
ask have you used a multiplierto grow yourself, personally,
professionally or otherorganizations?
Speaker 2 (23:54):
you've been a part of I think I'm answering your
question my multiplier would bethe team underneath me and
what's unique about my team, sothat you know that this is
probably different than mostpeople?
Almost every single personunder all of the companies that
I have either owned, founded orteams that I consult with, all
(24:14):
come from interns.
Let me let that sit in Interns,apprentices.
So in my 20 years ofentrepreneurship, I have
supervised.
I've hired, trained, supervised, managed more than 100 to 150
interns.
Right now, at Strategic Pete,15 people work full-time at my
(24:36):
agency.
13 of them were interns andthat's why I have.
I'm about to publish a bookthat's called Interns into A
Players.
It is a remote blueprint forCEOs to scale their company and
it's just a systematic approachhow I find the most amazing
talent as interns and I keep theculture that I want and those
are my multipliers.
A lot of people think that I'mdoing a bunch of things all day
(24:58):
long, seven days a week.
It's amazing people behind meand they all started off as
interns.
Speaker 1 (25:04):
Oh, that's fantastic.
Well, once that book getspublished, we might have to have
you back on and share the bookand highlights and go through
that.
That sounds like a great topic,Pete.
The final question we ask everyguest is what does success mean
to you?
I am 44 years old.
Speaker 2 (25:20):
I am almost financially independent in the
sense that I could retire.
I had hoped to be there beforethe age of 50.
I will definitely be therebefore the age of 50.
And I will then, at that point,only work on creative processes
.
Creative projects that you knowmake me want to wake up every
single day and turn on mycomputer and the rest of the
(25:40):
time spending time with my sonand my wife.
We have a camper, we travelabout three months out of the
year.
We go to South America rightnow three months out of the year
, and the rest of the time welive in the middle of the zoo.
So I'm almost there.
I feel successful.
I haven't checked off the boxto success as my, as my,
definition, yet Wonderful.
Speaker 1 (25:59):
Well, and as we bring this to a close, is there
anything you're hoping to shareor get across that you haven't
had a chance to yet?
Speaker 2 (26:05):
I think my call to action would be if you're in the
franchise space which I'mguessing you are because you
listen to Tom and you're notusing LinkedIn that's the first
thing that you have to go checkout, follow me on LinkedIn.
Go follow five people in thefranchise space that you know,
that already have theirfranchise and how they're using
it.
Go study and dive into LinkedIn.
(26:29):
I think you're going to realizethat this is a multiplier.
You can use LinkedIn'salgorithm to help you grow your
financial independence.
Speaker 1 (26:38):
Peter, thank you so much for a fantastic interview
and let's go ahead and jump intotoday's three key takeaways.
So takeaway number one is whenhe talked about the big mistakes
companies make and leaders makewhen hiring different agencies.
Success stories and industriesalign with what you're looking
(27:04):
to do.
Number two is when you delegatethat strategy to the agency.
I thought that was a really,really good takeaway.
He said don't delegate thestrategy to the agency.
Number three is overlookingoperational alignment.
And number four was paying fromvanity metrics instead of
business outcomes.
Takeaway number two is when hetalked about some strategies to
help someone sift through bestpractices and he likes to use
(27:28):
the Eisenhower matrix and Ithought that was a great little
nugget.
And the Eisenhower matrix helpsyou identify and making
decisions from the urgent andimportant.
So what's urgent and importantversus not urgent and not
important?
And looking at that matrix,takeaway number three is when he
talked about LinkedIn and tothink of it as a funnel, and he
(27:50):
said think of it as a funnel.
He said 50% of what you shoulddo should be a top of funnel,
about 20 to 40% should be middleof funnel and about 10 to 30%
should be bottom of funnel.
And now it's time for today'swin-win.
Today's win-win comes from theepisode when he talked about
(28:11):
considering LinkedIn as a secondwebsite for your business,
especially for people infranchise development, and I
found that very interesting.
He described how he uses it todrive leads and opportunities
for his business and hedescribed a suggestion in some
pathways for how franchisecompanies can use it.
(28:31):
I thought that was very, veryfascinating.
So if you're not active onLinkedIn, or maybe you are
currently on LinkedIn but notusing it in this way, this might
be a worthwhile venture for youto give a try to.
And so that's the episode today, folks, please make sure you
subscribe to the podcast andgive us a review, and remember
if you or anyone you know mightbe ready to franchise their
(28:53):
business or take their franchisecompany to the next level.
Please connect with us atBigSkyFranchiseTeamcom.
Thanks for tuning in and welook forward to having you back
next week.
Welcome to the Multiply your Success podcast,
where each week, we helpgrowth-minded entrepreneurs and
franchise leaders take the nextstep in their expansion journey.
I'm your host, Tom Dufour, CEOof Big Sky Franchise Team, and
as we open today, I'm wonderingif you have struggled with
finding success when hiringmarketing agencies.
And if you have, there's a goodchance it's not because the
(00:24):
marketer doesn't know what to do.
Our guest today is Peter MurphyLewis, and he explains to us
the big mistakes leaders makewhen hiring marketing agencies,
as well as a few little nuggetsabout LinkedIn and working with
interns.
You're going to really likethese.
Now, Peter Murphy Lewis is thefounder of StrategicPetecom and
(00:46):
a notable fractional chiefmarketing officer.
He excels in transformingintricate marketing data into
actionable strategies that drivegrowth in various sectors,
including software, travel,media, zoos and banking.
His talent for finding commonground across diverse industries
distinguishes him as amarketing expert.
Additionally, Peter hosts twoTV shows and produces a
(01:07):
documentary showcasing hisstorytelling prowess.
Residing with his family in anactual zoo in Wichita, Kansas,
his personal and professionallife is vibrant and engaging.
Renowned for leadinghigh-performance teams, Peter is
a key advisor for CEOs aimingto clarify their marketing
strategies and boost businessgrowth.
You're going to love thisinterview, so let's go ahead and
(01:28):
jump right into it.
Speaker 2 (01:29):
Peter Murphy, lewis title founder, ceo,
documentarian TV guy, dad, weirdguy who lives in a zoo company
is Strategic Petestrategicpetecom.
Speaker 1 (01:43):
Let's talk about this new webinar you've released,
called the five big mistakeswhen hiring a marketing agency
or related around that.
So let's talk through it.
I'd love for you to dig in andwhat are these five big mistakes
and what prompted you to wantto put this webinar and
educational content together?
Speaker 2 (02:03):
Before I dive into kind of what it looks like and
how I help people.
It came to be partially becauseof two things Most of my
clients who hire me as afractional chief marketing
officer when they bring me in,there's a fair amount of cleanup
and that cleanup doesn't haveto do with employees.
It has a little bit to do withscorecard, a little bit
(02:24):
attribution, sometimes a littlebit with CRM or funnels, but
most of the time the very firstcleanup has to do with marketing
agencies and when I'm broughtin most of my clients who are
doing more than one to twomillion dollars a year, they
have three to four marketingagencies in some type of
retainer.
It might be SEO, it might belead generation, it might be
(02:45):
LinkedIn, it might be PPC, itmight be podcast pitching,
whatever that is, and they areexecuting extremely well on
things unrelated to the businessgoals of my clients.
So it might be great that youknow how to nail a nail better
than anybody else, but if I needyou to work on drywall, we need
(03:08):
to talk about a differentstrategy or a different tool or
a different plan.
So that's how I got into it andwhat I realized that this was
painful outside of my ecosystemis.
I saw a post by a friend insideof a Slack community the other
day and this person is a brokerof marketing agencies, so he's
interviewed.
The other day, and this personis a broker of marketing
agencies, so he's interviewedthousands and thousands and he
(03:28):
just said, over and over andover, the kind of the same thing
I do.
Marketing agencies are reallygood at executing upon what they
are supposed to do, but thatdoesn't mean that they set up
the strategy, so somebody onyour team has to give them the
strategy.
And then I realized well, whydon't I take what I do on a
day-to-day basis and set up aneducational format that will
help people who have thatmarketing chaos with their
(03:50):
agencies?
Speaker 1 (03:51):
And I think, as you describe it, that marketing
chaos is something that I'veseen with marketing agencies
I've hired for my own business.
It's what I've seen in clientsI've worked with.
It's just a common frustrationpoint that I've seen where the
client, the owner, is lookingfor certain results and they
(04:11):
like their agency.
In most cases they like thedigital agency they interviewed.
They selected this group for areason because they thought
there was a fit.
They checked the importantboxes for them and yet the
results aren't there.
Or, as you described, theagency maybe has a different
idea of what those results aresupposed to be and it's not
(04:32):
connected.
It's incongruent.
So I'd love for you to talkabout these five mistakes that
you oftentimes see.
Yeah, I mean.
Speaker 2 (04:39):
The first one is falling for the sales pitch.
So this is not talking aboutthe agency that you like, like
you mentioned, tom, or theagency that I even have.
I hire agencies inside of myagency.
This is falling for the personwho knows how to do great sales
and not following up with casestudies and making sure that
they're actually inside of yourniche, right?
(05:01):
So if I'm hiring a podcastagency, they might be great at
B2C or they might be great inathletic space, but they don't
know how to find me guests inanother area.
They don't know how to formatmy program, so it's different
than somebody else, right?
So be careful with your salespitch.
Make sure you're talking tosome of their clients.
I am just to kind of head alongthe case study.
(05:22):
I am one of the leading casestudies for one of the podcast
agencies that I used to hire,and people reach out to me all
the time, and every single timethey reach out to me, I always
say what is your niche?
What are you trying to achieve?
Because the podcast agencyyou're talking to does amazing
execution in X, y and Z, but Idon't know if that's your goal,
(05:44):
right?
So slow down and make sure it'sin your niche, it's lines with
your goals.
The podcast agency I hiredpositioned me as a keynote
speaker and then helped me sellthree, three documentaries Great
job.
Did they bring me leads for thesix first six months?
No, so just slow down.
I think the next next item thisis probably the most important
and this lines up with the fifthmistake is when you delegate
(06:09):
strategy to the marketing agencyand I think that's kind of what
I shared to you with how I gotinto this and about my friend's
post who's interviewed thousandsand thousands or thousands of
agencies is delegating strategyto the agency?
No, you delegate execution tothe agency and you have to have
someone inside of your executiveteam who can take your
quarterly goals and your annualgoals and line those up with
(06:32):
what the execution of the agencyis.
And if you can't do that, thenyou need somebody like me and
you don't have to hire me LikeI'm a fractional chief marketing
officer.
But go find somebody specificin your niche If it's franchise,
if it's brick and mortar, ifit's franchise, if it's brick
and mortar, if it's digitalonline, if it's banking.
Go find a version of me who'sspectacular at lining up
(06:53):
strategy in your niche so thatthen, when you hire the agency,
you're not throwing paint at thewall or spaghetti at the wall.
You need to line that up slowly.
Speaker 1 (06:59):
For delegating this strategy and finding someone
like you or with that type ofbackground.
Do you have any I don't know ifit's best practices or
strategies to help someone kindof sift through the myriad of
potential options out there?
It's hard to tell not justwhose quality, but just how do
you kind of narrow that down orfind that niche person?
(07:19):
Do you have any suggestions orstarting points someone might be
able to take action on?
Speaker 2 (07:24):
I think I have two based on your question.
The first one is around how tofind the agency, and probably
also it works for trying to findyour fractional chief marketing
officer or maybe your sales orCOO.
I love to do an Eisenhowermatrix, and this isn't because
(07:44):
I'm from Kansas and Dwight DEisenhower is from Kansas, it's
because I use it in absolutelyeverything that I do, and this
is just a simple matrix thatdetermines what are the
different alternatives I havethat are going to have the most
amount of impact on the outcomethat I want with the least
amount of effort.
I do this from my internalresources.
(08:05):
So let's say, for example, I'mgoing to hire that fractional
CMO, what are the internalresources that I have that cost
me the least amount of effort,that will give me the most
amount of effort?
And then I try to juxtaposethat or contrast that with who
is the person I need to hire?
Right?
So if I have somebody on myteam like you, tom, who's great
at speaking, good at camera,could be a keynote speaker, well
(08:28):
, the person I'm going to hiredoesn't necessarily need to be
those.
The person might need to bedetail-oriented if Tom's not, or
they might need to be good athiring or SOPs if Tom's not, or
being meticulous around metricsthat Tom's not so right.
So you also need to line up alittle bit of personality and
internal resources with thatperson that you plan to hire.
(08:51):
I think that'll save you a lotof time because you're not
doubling up on resources thatyou already have.
And I think the same thingapplies when you go find the
agency.
You need to slow down and youneed to think about okay, so Tom
and I want to grow our pipelineor shorten our sales cycle or
increase the amount of MQLs thisquarter so we have a big impact
on Q3.
Whatever this is, you need tothink about those quarterly and
(09:15):
annual goals that you have as ateam.
And then you need to thinkabout what are your three to
seven alternatives or optionsfor making that come to fruition
.
Put that into your Eisenhowermatrix.
Think about your lowest effort,highest impact.
Once you put those, you linethose up, what's your number one
, your number two and numberthree?
(09:35):
Then go find the agency thatcan execute upon that Eisenhower
matrix.
Speaker 1 (09:39):
You've given us these first two mistakes.
What's number three on yourlist?
Speaker 2 (09:43):
I think that this will resonate with anybody who
has hired a marketing agency inthe last 10 years of their life.
Overlooking operationalalignment, this means is the
marketing agency going to pluginto your tools?
Are they going to put theirdata, their metrics, their
outcomes, their deliverablesinto your CRM?
(10:06):
Are they going to speak to youon the system that you want to?
Are they going to be in Trelloand you're going to be in Asana?
Are you going to be in HubSpot?
They're going to be inSalesforce.
Are they going to be on emailand you're going to be in Slack?
Are you going to be able totalk to them on a phone?
Are they going to be on GoogleMeet?
Are you going to be on Zoom?
Some of these operationalalignments, especially once
(10:27):
you're scaling and you'reworking with two agencies, are
just some simple basics, right?
I mean, it's coming down tofriends that you're going to
have over your house for aweekend.
If you have to work on Fridayand these friends are going to
show up on Friday, are thesepeople that you like to have on
your house that are going to letyou have a Zoom call?
Are these people going to cleanup your dishes afterwards?
(10:48):
You have to have someoperational alignment when you
have some friends with kids overto your house and you're going
to be working.
It's the same thing when itcomes to tools when working with
a marketing agency.
Speaker 1 (10:58):
That's very, very well said.
Yeah, and I mean I just thinkback to experiences that I've
gone through where things seemedgreat, but once we got into an
execution standpoint, thingswent a bit awry because I didn't
do what you had suggested herefind this out ahead of time,
where the tools and othertechnologies and systems we were
using didn't line up with them,and it just it clouded the
(11:23):
potential success we could havehad.
It just made it unclear.
Speaker 2 (11:28):
You could probably tell by my example.
I have some friends with kidscoming over this weekend, so
sorry to take this to real lifeexamples of where somebody's
cluttering up my small twobedroom, one bath household.
I think it'll resonate.
Speaker 1 (11:42):
So now we're on number four on your list.
What's number four?
Speaker 2 (11:45):
This is the last one, because I already kind of
doubled up on the fact youshouldn't delegate strategy.
And if you are going todelegate strategy to a market,
if you do have to delegate it,you better hire somebody who's
strategic, like a fractional CMO, so kind of the last one for
this episode or this chat ispaying for vanity metrics
(12:06):
instead of business outcomes.
Okay, so here you need.
You need to make sure that themarketing agency is going to
give you the metrics that youcare about, and you should have
this conversation before youhire them.
And this is going to be perfectright in the moment where
you're negotiating with them.
So if you're going to bend onyour criteria on your checklist
(12:27):
right, so maybe, maybe yourcriteria is five metrics booked
calls, pipeline size and numberof MQLs or whatever it is and
say these people are going tohave different metrics.
They have a different.
It's not showed calls wherethey have booked calls.
Their definition of MQL is alittle bit different than yours.
Your definition is you havetheir phone number and their
(12:48):
email.
Their definition is they havean email.
Whatever the metrics are, ifyou're going to bend on it, make
sure you know ahead of time.
That also gives you anopportunity to negotiate better
rates, right?
So if your checklist or yourcriteria is going to be a little
bit flexible, then you alsohave the opportunity to be a
little bit flexible in thepricing that they're charging
you.
Speaker 1 (13:05):
These are great overviews here on these five big
mistakes and one thing justfrom a practical standpoint that
we had spoken briefly about,but I think this is interesting,
and when we start thinkingabout putting into action some
of your marketing strategy plans, now things are getting
executed.
You're in the thick of it, andone of the topics that I find
myself having a conversationwith many of our clients on, and
(13:28):
we work primarily withgrowth-minded, successful
entrepreneurs that are nowfranchising and they're what we
call an emerging franchise, andthey hear about and see the idea
of generating leads throughLinkedIn for franchise sales,
and so this is a conversation Istart to have.
They're maybe talking toagencies or doing it on their
(13:50):
own or in today's world, nowthey're getting proposals for AI
driven tools or services thatare helping cultivate this and
turns out from our conversation,you happen to be a LinkedIn
expert on B2B engagements andrelationships, so I would love
to just get your thoughts andopinion on such a strategy and
(14:12):
maybe even some background onthat.
Speaker 2 (14:14):
Linkedin is my favorite platform and this kind
of ties into the last marketingmistake right, paying for vanity
metrics.
So I run LinkedIn as my numberone channel for my growth as an
agency, as a professional CMO,and for the majority of my
clients, it ends up being theirfirst or second channel.
(14:36):
And when I say vanity metricsright.
What really matters is leads orbooked calls, right.
It's not impressions, it's nothow many followers.
I have no idea how manyfollowers I have and it really
doesn't matter.
I don't pay anyone to get morefollowers.
My strategy is not morefollowers.
All I'm trying to do is I'musing LinkedIn as my secondary
(15:00):
website.
So in 2005, 2010, the websiteis probably the most important
part of your business if you'rein the digital world.
It was for me, for my firstbusiness, that I just exited,
and today, you know, my websiteis probably my second biggest
asset after LinkedIn.
And so I am constantly when I'mtaking my first booked calls
(15:24):
and my you know my advisoryretainers start at 5K.
My larger engagements are 15kper month.
I'm taking all of these calls,so I am my own SDR and I am
simply asking them how did youfirst hear about me?
They usually remember I askedthem what made them book the
call and 75% of all of my leadsright now are saying my LinkedIn
(15:45):
content.
So the 101 right now for youraudience who's thinking about
using LinkedIn is have a bannerthat speaks to your prospect,
not about you.
So line up the copy so itspeaks to your audience.
Post every single day in a waythat you're trying to deliver as
much value as possible, asfrequently as possible, with
(16:08):
videos or pictures.
It's not Instagram.
And then you also have to thinkabout LinkedIn like a funnel,
right.
So there's about seven days onLinkedIn where, when you're in
recent connection with somebody,they're going to see your
content, and I would say about50% of your content should be
(16:29):
top of funnel, about 20 to 40%should be middle of funnel and
the remainder should be bottomof funnel and you should be
trying to resonate and delivervalue as frequently as possible.
I just had someone today replyto a cold email.
So one of the playbooks thatI'm running, tom and this would
work for your audience as wellis I'm identifying everybody who
hits my website and I'midentifying them, even if they
don't give me their contact.
And I'm identifying everybodywho hits my website and I'm
identifying them, even if theydon't give me their contact, and
I'm getting their LinkedIninformation.
(16:50):
I'm not sending them an emailfor about a day or two.
I'm sending them a LinkedInconnection.
My LinkedIn connection is mybiggest platform because
LinkedIn's algorithm is doingthe work for me to remind that
person who I am and what I offer.
Where everybody's email issaturated.
We have thousands of emails inour inbox every single week, or
(17:10):
at least every single month, onLinkedIn.
I don't have to compete forthat.
Linkedin is showing me to myprospects.
Then I'm sending out a coldemail to that person about two
to three days later.
I'm specifically hitting onsomething that they were on my
website, so I know what theywere looking on my website.
My copy lines up with that.
They usually don't reply.
(17:32):
They observe me for that nextgolden week, those next seven
days of LinkedIn, and sureenough, 75% of the people who
then book a call with me saywhat got them to book a call is
my LinkedIn content.
Speaker 1 (17:43):
As you're describing that, I'm thinking about a
franchise company, a franchisor,the founder or the CEO of the
organization.
They're sitting here thinking,okay, well, this is all well and
good.
How might this apply though I'mnot selling necessarily a
service, this is really someonethat's maybe going to change
their life.
They're going to invest in thisbusiness or they're going to
leave their corporate job andbuy our business and start
(18:06):
running it.
How might you see this changing, if at all, for the strategy,
for example, that you just laidout, compared to a franchise?
Speaker 2 (18:14):
So this would be a person who would be on LinkedIn
trying to find people interestedin buying a franchise right.
Yes, yes, I think it's theexact same playbook.
So all of your posts talk abouthow helpful and how much margin
and how much the industry offranchise is growing.
You talk about why franchiseversus its alternatives, versus
(18:37):
competitors, is a greatalternative or a great resource
for growth.
You talk about you know, whenyou're more bottom of funnel.
You talk about how much incomeyou need to have or how much
savings, and then you talk aboutsome of the unique components
about franchise.
You're not building just areservoir.
Franchise, in my opinion, isprobably a mix of reservoir and
river right.
So after a certain point you'rebuilding up capital, but over
(19:00):
time you're also building up ariver of ongoing revenue.
So I think you just map outwhat are all the great variables
or components or interests inyour franchise and that's what
your posts are about.
And then you're setting up andyou're downloading your ICP.
So maybe your ICP is somebodywho is an executive, who a
(19:24):
C-level executive, whose incomeis probably somewhere between
250K and 800K.
You figure out what size ofcompany, you figure, and then
you go into Sales Navigator.
You're downloading that list,you're having some entry-level
marketer connect that to yourLinkedIn and you're just
automatically connecting withthose people.
Those people are seeing yourpost for the first seven days
(19:45):
when they hit your website.
You're gonna start outboundingto them.
Speaker 1 (19:49):
How can someone get in touch with you and get access
to this webinar or get accessto some of the content you're
producing?
How can they connect?
Speaker 2 (19:56):
There's two ways to get in touch.
Either way, you're going to endup in the exact same funnel
that I just shared with you, soyou can connect with the only
Peter Murphy Lewis on LinkedInand hopefully, within the first
seven days, something about mycontent will resonate.
Reach out to me happy to chatwith you and obviously, if you
come to my website, I'm alsogonna identify who you are and
then you'll see a connectionfrom me on LinkedIn.
Speaker 1 (20:18):
Excellent.
Well, we'll make sure weinclude all those links in the
show notes as well, so ifsomeone's tuning in, they can
click on that and get a quickaccess to it.
Well, this is a great time inthe show here, Pete, where we
ask every guest the same fourquestions before they go.
And the first question we askis have you had a miss or two on
your journey and something youlearned from it?
I have a couple of myths.
Speaker 2 (20:38):
I'll give you a trivial, embarrassing myth going
back to, I want to say, 2009,.
Two years after I started myfirst travel company in South
America and I sent an email tomy business partner letting him
know that it was time for us tolet our head receptionist go.
She wasn't answering emailsfast enough, she wasn't
(20:59):
answering phone callsprofessionally, and I sent the
email to him, came into theoffice about an hour or two
later and there was areceptionist and she said Peter,
you accidentally put me in CCwhen you sent the email to your
business partner.
So embarrassing, but at leastshe knew I had a smart mentor in
my life say never fire somebodywho doesn't know that they're
(21:20):
going to be fired.
Well, she knew that she's goingto be fired when I walked in
the door.
That was embarrassing.
A bigger miss, I think, lookingback on it and this is why I
love your niche, tom, with thefranchise space, if you know, at
my point in my life and youknow you can tell your team to
follow up I'm interested ininvesting in a franchise.
So it's kind of fortunate thatwe were meet to meet today.
(21:41):
But, looking back on, a bigmiss that I did was I, my first
company, was in the travelindustry, and if I were to do it
all over again, I wouldn'tworking in the travel industry.
For me to make more money, Ihad to onboard more personnel,
so my operations got thicker, soit wasn't scalable.
I grew my company to sevenfigures quickly.
(22:03):
I grew it to four differentcities.
In a way, I was a franchise, butI chose the wrong industry.
I chose travel and there wasn'ta lot of way for me to scale
digitally.
I had to scale through peopleand I got to a point where my
operations got so stressful itwasn't worth the seven figures.
And so everything that I'vedone since the travel industry
(22:24):
has been my investments havebeen in different industries.
It's been in banking, where Imake money when people are
sleeping.
Now it's in consulting, where Imake money for other people
when they make money.
So it's kind of a win-win sothat, and it allows me to keep a
smaller team.
Speaker 1 (22:40):
Excellent.
Well, thanks for sharing bothof those.
I appreciate it, and I'd behappy to connect you offline
here with some resources to helpyou on your journey into
franchising.
Yeah Well, the second questionwe ask is have you had a make or
a highlight you'd like to share?
Speaker 2 (22:53):
I'll give you some of the superficial highlights and
then get into kind of biggerones that have had an impact.
Superficial is my when I hadthe travel company.
We got in the New York Timestwice in the first three years
of my company and we had PaulMcCartney, beyonce and Aerosmith
as a client.
On the bigger level istransitioning my TV career.
(23:18):
So I've been a TV host in SouthAmerica for the last 10 years
and I've now transitioned thatsuccess into South America for
the last 10 years and I've nowtransitioned that success into
doing impact storytelling in theUnited States.
I've sold three documentariesin the last nine months and a
couple of them will be on AmazonPrime in the next year.
And that is that.
It's a beautiful industry.
It's something that keeps mecreative.
It has the margin that makes mehave a good quality of life
(23:40):
with my wife and myeight-year-old and that's kind
of my big win.
Speaker 1 (23:44):
Let's talk about a multiplier.
Name of the show is Multiplyyour Success, and so we always
ask have you used a multiplierto grow yourself, personally,
professionally or otherorganizations?
Speaker 2 (23:54):
you've been a part of I think I'm answering your
question my multiplier would bethe team underneath me and
what's unique about my team, sothat you know that this is
probably different than mostpeople?
Almost every single personunder all of the companies that
I have either owned, founded orteams that I consult with, all
(24:14):
come from interns.
Let me let that sit in Interns,apprentices.
So in my 20 years ofentrepreneurship, I have
supervised.
I've hired, trained, supervised, managed more than 100 to 150
interns.
Right now, at Strategic Pete,15 people work full-time at my
(24:36):
agency.
13 of them were interns andthat's why I have.
I'm about to publish a bookthat's called Interns into A
Players.
It is a remote blueprint forCEOs to scale their company and
it's just a systematic approachhow I find the most amazing
talent as interns and I keep theculture that I want and those
are my multipliers.
A lot of people think that I'mdoing a bunch of things all day
(24:58):
long, seven days a week.
It's amazing people behind meand they all started off as
interns.
Speaker 1 (25:04):
Oh, that's fantastic.
Well, once that book getspublished, we might have to have
you back on and share the bookand highlights and go through
that.
That sounds like a great topic,Pete.
The final question we ask everyguest is what does success mean
to you?
I am 44 years old.
Speaker 2 (25:20):
I am almost financially independent in the
sense that I could retire.
I had hoped to be there beforethe age of 50.
I will definitely be therebefore the age of 50.
And I will then, at that point,only work on creative processes
.
Creative projects that you knowmake me want to wake up every
single day and turn on mycomputer and the rest of the
(25:40):
time spending time with my sonand my wife.
We have a camper, we travelabout three months out of the
year.
We go to South America rightnow three months out of the year
, and the rest of the time welive in the middle of the zoo.
So I'm almost there.
I feel successful.
I haven't checked off the boxto success as my, as my,
definition, yet Wonderful.
Speaker 1 (25:59):
Well, and as we bring this to a close, is there
anything you're hoping to shareor get across that you haven't
had a chance to yet?
Speaker 2 (26:05):
I think my call to action would be if you're in the
franchise space which I'mguessing you are because you
listen to Tom and you're notusing LinkedIn that's the first
thing that you have to go checkout, follow me on LinkedIn.
Go follow five people in thefranchise space that you know,
that already have theirfranchise and how they're using
it.
Go study and dive into LinkedIn.
(26:29):
I think you're going to realizethat this is a multiplier.
You can use LinkedIn'salgorithm to help you grow your
financial independence.
Speaker 1 (26:38):
Peter, thank you so much for a fantastic interview
and let's go ahead and jump intotoday's three key takeaways.
So takeaway number one is whenhe talked about the big mistakes
companies make and leaders makewhen hiring different agencies.
Success stories and industriesalign with what you're looking
(27:04):
to do.
Number two is when you delegatethat strategy to the agency.
I thought that was a really,really good takeaway.
He said don't delegate thestrategy to the agency.
Number three is overlookingoperational alignment.
And number four was paying fromvanity metrics instead of
business outcomes.
Takeaway number two is when hetalked about some strategies to
help someone sift through bestpractices and he likes to use
(27:28):
the Eisenhower matrix and Ithought that was a great little
nugget.
And the Eisenhower matrix helpsyou identify and making
decisions from the urgent andimportant.
So what's urgent and importantversus not urgent and not
important?
And looking at that matrix,takeaway number three is when he
talked about LinkedIn and tothink of it as a funnel, and he
(27:50):
said think of it as a funnel.
He said 50% of what you shoulddo should be a top of funnel,
about 20 to 40% should be middleof funnel and about 10 to 30%
should be bottom of funnel.
And now it's time for today'swin-win.
Today's win-win comes from theepisode when he talked about
(28:11):
considering LinkedIn as a secondwebsite for your business,
especially for people infranchise development, and I
found that very interesting.
He described how he uses it todrive leads and opportunities
for his business and hedescribed a suggestion in some
pathways for how franchisecompanies can use it.
(28:31):
I thought that was very, veryfascinating.
So if you're not active onLinkedIn, or maybe you are
currently on LinkedIn but notusing it in this way, this might
be a worthwhile venture for youto give a try to.
And so that's the episode today, folks, please make sure you
subscribe to the podcast andgive us a review, and remember
if you or anyone you know mightbe ready to franchise their
(28:53):
business or take their franchisecompany to the next level.
Please connect with us atBigSkyFranchiseTeamcom.
Thanks for tuning in and welook forward to having you back
next week.
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