Episode Transcript
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Welcome to the entertainment entrepreneur, the podcast for actors, writers, producers, and really anyone working in the entertainment industry with a passion for entrepreneurship.
I'm your host, Monica Hammond, a serial entrepreneur in the entertainment industry.
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I hope you enjoy this episode.
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Hello, hello, and welcome back to another episode of the Entertainment Entrepreneur Podcast.
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I'm your host, Monica Hammond, and in today's episode I'm going to get a little bit vulnerable with you and talk about something that people don't really love to talk about, which is failure.
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Um, 2023 was an interesting year for me.
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I had a lot of wins, a lot of successes, some really big ones, lots of small ones, but I also completely failed in some ways.
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And one of those was I failed, um, really one of my employees.
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So I'll give you some backstory here.
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My murder mystery company, Broadway Murder Mysteries, which I love, is one of my favorite businesses.
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I just have so much fun with it.
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So much potential.
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I decided to make 2023 A year of investment and growth and just really focusing on seizing every opportunity and growing as big and as fast as I possibly could, right? Because I felt like in years prior, we'd been doing okay, we'd certainly done well, but there was so much untapped potential in the live events side of things that I decided I'm really going to go hard this year.
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So, I invested early in the year, I mean it must have been, all told, 25, 000, 30, 000 in attending a, um, corporate event convention, conference.
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We did two big events, we had booths at this, this conference where thousands of corporate event planners attend, and so that was one way that I invested in growth.
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Another one was through hiring a full time employee.
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And I had already had a full time employee who was split between many of my businesses.
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So, her time wasn't solely focused on Broadway Murder Mysteries, which made it a little bit more affordable.
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I was paying her a reasonable salary, nothing extravagant, but, you know, a decent living, considering she lived in the Midwest as well.
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My goal was to really try to compete with, um, a company out there that has been doing this a lot longer than my business.
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I mean, I don't actually know how long they've been along, but probably like the 80s, 90s, maybe.
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And they have a presence all over the country.
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Like, literally, they have troops of actors.
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And Or people who they hire to be actors, whether they're talented or not.
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And they have them within like a 300 mile radius of basically any location in the United States, right? So they can keep their costs really low.
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Because they don't have to travel actors from big cities and all of that.
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They can take every, you know, opportunity or sale that comes their way.
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Because ultimately they have a really easy way to fulfill on it with these troops all over the country.
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Okay, so my challenge was, we get a lot of inquiries, again, from all over the country.
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And I was feeling like we were having to turn down so much business because we were quoting these crazy actor fees and travel fees to be able to get someone from New York or L.
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A.
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where we have most of our talent pool, really good talent pool, trained professional actors and We were just losing a lot of opportunity in my eyes.
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So I decided in 2023 that we're going to launch new, you know, pools of talent all over the country.
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We were going to do, you know, three to five launches every year and just continue to grow and grow and grow our talent pool so that we could ultimately try to take more gigs without having to quote crazy prices, right? So, we launched, we did a launch in LA, where we originally had a few hosts that were great.
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So, that was actually a big success.
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We got a ton of really awesome actors in the LA area.
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And then we did a launch in Denver, that was a total bust.
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You know, we got some actors out of it, but ultimately it was not a huge success.
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And we did, uh, another kind of launch in New York City as well, just to try to get some, even more actors, where we, I want to say we had maybe 20 actors in New York, and, uh, we're up to probably 40 or 50 at this point.
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Really wonderful talent pool.
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So that was a bit of a struggle and I just kept saying, like, why can't we find more actors all over the country? Why is it costing so much to find these actors? Do I really have to fly my full time person out to manage these auditions and a second person to help? Like, it just cost me a darn fortune and ultimately was not.
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The success that I really wanted it to be, but I had this full time person and this was part of her job, part of her role to grow this talent pool and one of the main reasons why I hired her.
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And so after seeing that that was not successful and really what I had done is this business is very seasonal, basically nine or ten months of the year we would break even and then in Q4 we would make a lot of money.
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So I really put all my eggs in the Q4 basket this year.
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I invested heavily, I was losing money every single month, racking up a credit card debt, because I knew that I'd be able to pay it all off in Q4.
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So, when my Amazon sales explode, when of course, all this effort we put in all year, going to expos, doing all of these, you know, actor trainings to get actors all over the country, I just knew we were going to just crush it in November and December.
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Well, guess what? We didn't.
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It was definitely better.
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Our sales grew by 200 percent on the event side, but.
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And I did, I think I did another episode about this, about how my e commerce sales just tanked this year in Q4.
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They're down by about 30 percent because of some competition that came on the scene.
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So I took my eye off the ball there because I was focusing so much on trying to grow the live events and ultimately, I hired this wonderful woman.
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Wonderful, wonderful actor, immersive theater creator.
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And I was, you know, trying to just throw everything I could at her, at the business to try to help it grow and make it make financial sense to have her as a full time employee.
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Cause it was a huge investment, right? She wanted a lot more and she was worth a lot more than I felt I could comfortably pay, but again, I was like, I'm investing in it.
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We're growing.
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This is going to be huge.
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And it didn't pay off.
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And I, I still feel a little bit like I failed.
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I failed her in a way.
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And I just did not plan and structure that business and the growth of that business in a way that was effective.
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And, That has led me to really make some drastic changes in that business and just decide what are the opportunities? Now that I see how difficult it is to find the level of talent we need in, you know, smaller markets.
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And, also the demand.
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Like, is there a huge demand for Murder Mysteries in Denver? I don't know, we haven't been able to tap into it, right? Um, and then the corporate events side of things, the, expos that we did, I will say I don't know that they've paid off yet.
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But I am so confident that it was, it was the right move and we made a lot of amazing connections, we're on the radar of a lot of people, but it's a very long lead cycle, right? So when I was thinking when I signed up, ooh, like, we'll get a bunch of holiday parties, office holiday parties out of it.
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Like, no.
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We got some, but The majority of these corporate event planners are planning things for the end of 2024 or even into 2025.
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So we're not going to see an ROI on those events for years.
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And I can't keep paying this huge salary on this relatively small business in the meantime, right? So, that's how I failed and some things that I learned.
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So now we're focusing on Which I feel so silly, it was like in front of my face this whole frickin time.
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We have amazing talent and demand in New York and LA.
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So instead of focusing on trying to grab every party that comes in and like, you know, tiny towns in Iowa and Indiana, Missouri that we can't easily fulfill or affordably fulfill for the client, we're focusing on New York and LA.
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How obvious is that, right? I was so blinded by my own desire to grow and to seize every little opportunity That it was just staring me in the face like focus on The areas where you have the most demand and the most ability to fulfill So now I had to let this amazing employee go which was so Sad and painful because it was no fault of her own.
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She was phenomenal.
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She did a great job.
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I just couldn't, I just can't afford that salary.
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You know, like every month I would see money come in and even more money go out.
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And again, there were many reasons for that, but such a large salary for me was, was a part of that.
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So I had to let her go.
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She's wonderful.
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She's staying around in a very part time capacity to help fulfill on some things.
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But yeah, it was a really tough decision, but I had to put my, you know, big girl panties on and make a decision that was really hard.
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But ultimately that I knew was in service of the business And of me, you know, like this whole year we made Mid six figures like a very healthy amount of revenue more than years prior.
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So we succeeded in that sense.
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We definitely Grew the top line revenue, but I actually lost money this year Like i'm in the red on this business so It was a huge eye opener and something that I've always prided myself on with all of my businesses is that they've always been profitable, right? I've never run any of my businesses at a loss.
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Or even just focusing on growth, because to me, each one of my businesses, this is how I feed my family.
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This is how I pay my mortgage.
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So losing money is not an option.
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Now, because I have four different businesses, I have a little bit of room to lose money, but Investing that amount of time and energy and resources from, you know, all different departments on my team into that business just to lose money was really, really eye opening, and it showed me I don't have a choice, I have to make a change.
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So, what does this all mean to you? First of all, I get a lot of questions about when is it time to hire help, and what positions should you hire for first? And for me, it's always been, what is, like, really not worth your time? Right? That's sort of number one.
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What are, how much do you value your time at and what are the positions that you could, what are the things that you're doing on a daily basis that are literally you could outsource for less than what you would pay yourself? That's number one.
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So like a virtual assistant, maybe an administrative assistant, personal assistant, those types of things are the ones that I would go to first.
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And then, there's also things you want to outsource where, if it's necessary, but just not your area of expertise.
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So like, a lot of times marketing will be that, or sales will be that.
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For me, that was part of why I hired this woman for this business was, it was just an area where I just didn't have the connections or expertise or insights that she had, right? Which remains true.
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But ultimately, it wasn't a core function of the business, or it didn't need to be a core function of the business in a lot of ways.
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So, um, so yeah.
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Think about in terms of if you want to hire someone, or you're thinking about hiring someone, Be a little bit cautious, really be measured about it because once you hire someone, especially if they're like a full time contracted employee with benefits, like that's a really big investment and costs more than you even think because an extra 10 percent on top of what you're paying them goes into like workers comp and social security and then there's the benefits if you want to be competitive as an employer you have to offer health insurance and all of that so Be measured, especially as a small business, about when you take on employees.
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I recommend starting people part time or freelance, and then if the need is there, the money is there, growing them into full time, and then transitioning them into a full time actual, like, salaried employee.
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So that's my advice.
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That's all about my failures.
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Um, I hope you learned something from this.
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I hope you learned something from my mistakes and some of my successes.
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So anyway, thank you so much for tuning in and I will see you next time.