January 14, 2025 • 15 mins
In Part 2, Charlotte Smith shares how her business, Trilogy International, cultivates a customer-focused culture through strategic hiring, hands-on client collaboration, and aligning leadership with long-term goals. Charlotte talks about the importance of clear market boundaries, leveraging data-driven insights, and maintaining focus on core strengths to foster trust and deliver consistent results. Charlotte’s experiences highlight the pitfalls of short-term thinking and the power of intentional leadership to achieve sustainable growth while building a cohesive, client-aligned team.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Matt Best (00:00):
Welcome back. We're here to continue our
(00:01):
conversation. We are thrilled tohave Charlotte Smith on the
Growth Workshop Podcast, anexperienced people manager
specializing in talentstrategies and currently working
with Trilogy International. Ithink quite often the clients
that we work with, some of thestuff that we just observe as
well in the market is you've gotthis. Yeah, okay, yeah, yeah. I
know I need to do. This is mythis my token. And then we kind
(00:22):
of walk off. We go, right? Thatfeels like a real challenge for
those leaders in that spacewhere the business is saying,
let's go in this direction. Thisis great. We're gonna have a
client centric approach to tothe way that we win work, the
way that we serve our clients.Great. By the time it lands on
the desk of a junior personwho's had their feet under the
desk for less than five years.How does that translate?
Charlotte Smith (00:43):
Well, the how piece again, if we talk about
scaling something back, right?So what you just discussed is,
you know, all businesses painpoints, we want to go from A to
B and move ourselves forward.How? Which we've touched on some
of the methods and the datadriven behaviors and ensuring
that the training is reallystrong behind that, even one
(01:05):
step before that, with your Howis well, what's the profile of
the person that we need to hireto ensure that we can actually
deliver that? No one does that.No one sits there and blueprints
that this is okay. This is thetype of experience, competence
and key traits that we aretherefore going to interview to
ensure that we can deliver thisstrategy. It's it doesn't
(01:27):
connect even right back beforethat, if I said to half of the
leadership teams within thesquare mile of bank where my
trilogy offices are based, haveyou and your sales leader sat
down and mapped the targetprofile of the person that you
want to hire into your teamformally, again, minimal to
(01:49):
None, right? So that's an easything that you could apply to
your leadership team to go,Okay, we know what we want to
do. We know phase one of how wewant to achieve that. Okay, how
and who are we going to hire todeliver that? And what are our
non negotiables around that?Because, again, within any sales
professional, there is highturnover, right? Is that the
(02:12):
fault of the person that gotoffered the job, or is that the
fault of the business thatdidn't take the time to ensure
that they were hiring the rightpeople for the job?
Jonny Adams (02:18):
I massively advocate what you're saying. You
know, one of the things that wetrain and teach is that whenever
recruitment, which is recruitingindividuals into your
organization, and I know we'retalking about recruitment,
probably supporting otherbusinesses, but is it about 5x
6x the cost of a miss hire atthe moment? And most
organizations, when they make amiss hire, they always go, wow,
they weren't good enough anyway.And then they point a finger at
(02:40):
them, but we always say, Well,how many fingers are pointing
back at you? And there's alwaysthe three that are pointing back
at you, which is important toactually understand. It's
probably the way that you'vehired and Ill practice and
focus. And that comes on to,like, the next question, really.
And we're talking about theimportance of leadership to
drive that sent, you know,custom centric approach. But
when we think about that, andthen wrapping around a cultural
(03:02):
element towards it, you alludingto some of those practices and
principles. I love the fact thatyou talk about the why, the
what, the when, and you know,you were challenging a bit
there, Matt about the how, andyou've come up with some great
frameworks. But from yourexperience, how do you sort of
build the culture of a customercentric approach through the
leadership? Remember, that's thelens that we want to talk about.
But how do you build thatculture in an organization from
(03:24):
your role?
Charlotte Smith (03:25):
Yeah, so I really encourage a lot of
involvement at all client touchstages, so to ensure that the
next generation of biller leaderthat's coming through the ranks
actually is really owning thatand going through that process
with the leadership team, I alsothink the key component there is
(03:46):
you're you're giving the leader,the said leader, the opportunity
to see where their currentconsultant is from a skills
perspective, to ensure thatthey're delivering the right
type of communication and valueproposition and question deck
and coming away with the rightoutcomes from those meetings. I
know that sounds very, verysimple, but that is custom
(04:08):
centric, because we're justensuring that every time we
touch a customer, we're doing itto the best of our ability. But
the reason why I put a peoplespin on that is we're ensuring
that we're showing and we'releading rather than telling so I
think that's really, really key.So that's a very simple thing.
It's just always be there forthose touch points, no matter
(04:30):
how small, there is somethingthat you can pick out on that.
And I'm really blessed with afantastic team at trilogy.
They're so hands on with theircustomers, so they're very
involved, and as a result, areable to scale customers on a
global setting, win wholeprograms of work, etc. I think
in the recruitment sector,that's been another really
(04:51):
fantastic change of mindset,which I've learned by being part
of the leadership team attrilogy, which is we really
adopt. To our statement of workmodels. And the reason that has
that kind of leader, customercentric approach is because
we're not just going in andsaying, Can we help you with a
couple of program managers?We're going, let's own it
(05:13):
together. Let's deliver thiswhole program together and
actually, really go on thatjourney. We'll take some of the
reporting away for you. So we'veactually made the decision to
hire some pMOS into our businesswhose skill set is completely
aligned to that and that. Thatis an exact example of being
(05:34):
customer centric in ourapproach. There is something to
gain from both parties, ofcourse, but if you're dealing
with the typical CTO, or ifyou're dealing with the typical
director of change or digitaltransformation director, do they
want to deal with multiplecontingent agents, or do they
want to actually invest in a midweight so we're not a
(05:57):
consultancy, we're not going towin your 30 million pound
projects because, quite frankly,you don't have them either. You
just want to deliver a couple ofkey things we can partner on
that there'll be more touch,there'll be more respect and
responsibility in mutual spades.And as such, we win as a
business, and we drive thosenumbers up by winning the whole
(06:21):
project, and the customer ismuch happier as a result of it.
Jonny Adams (06:25):
With the point of view of you describing how
trilogy is set up, I reallythink those are some phenomenal
points. You know, the fact thatyou're working together with the
client to create that customerset. And Matt, we've heard that
from other guests in the past,which is phenomenal. Just a
brief response and summary onthis point, when it hasn't
worked, what does it look like?But I want to know, what does
the feeling feel like whenthere's a lack of leadership
(06:47):
that's really binding aroundthat customer center? I would
imagine, in your illustriouscareer, you might have seen when
it hasn't worked that well.What? But what's the feeling
like in an organization when itdoesn't work so well?
Charlotte Smith (06:55):
Well firstly, it hasn't worked because the
leadership have driven a quickresult rather than a meaningful
long term result. So they'vepushed a number, they've pushed
a meeting, they've pushed adeal, they've pushed the rates
up too much in the deal, andthey haven't thought about the
long term client relationshipthat they can have by that so
(07:16):
that haste, that speed, thatimpatience, and therefore
naivety has lost customers andresults that then creates that
blame culture, finger pointingeveryone correct. It's like that
spider man meme that you seewhere they're all pointing and
blaming each other. And thenwhat happens is leadership
(07:36):
panic. Then what happens is theystart looking at KPIs. Then what
happens is they start looking atworking from home versus coming
into the office, blaming thehiring, blaming the people,
person, because I train them soif they're not all a grade
consultants...
Jonny Adams (07:54):
It's Charlotte's fault!
Charlotte Smith (07:56):
Absolutely always my fault, same at home.
So the reality is it create. Ithink that the biggest thing
that I can see is where peoplethen try and island off their
own strategies. So I rememberthe biggest red flags that I've
had with, you know, justinterviewing other businesses,
is we do it our way. We don't doit the same as them or we. It's
(08:18):
different for us. Come on nowyou know you're not, you're not
driving each other forward, andthen that actually doesn't mean
if you're protecting or what youperceive to be the right way
over another team in yourbusiness. You're not a succinct
business, and I very much doubtyou have a customer centric
leadership team as a result ofthat.
Matt Best (08:39):
It's that tying together, knitting together, the
everybody's rowing the boat inthe same direction, right? And
no one's kind of fighting. Andit's, it's so great to hear that
example, Charlotte, thank youfor sharing, and I know our
audience will really appreciatethat, and think maybe see some
of that in their ownorganizations. Something you
said just previously, and Ithink that was particularly
(09:00):
interesting, or that sort ofjumps out for me, is how you've
you what you're doing with yourbusiness, and how you're
neighboring your business, is totake that KPI data focus and
actually carry it into thoseclient partnerships as well. You
talk about having a PMO, andactually, let's get wrapped
around the same metrics. Solet's align your metrics with
our goals, so that everything isclick. I mean, that's got to be
(09:20):
the North Star of clientcentricity, right?
Charlotte Smith (09:23):
Yeah, 100% and don't get me wrong, it doesn't
mean that it's an easy journey.And so if I think back over the
last 12 months, because I'veonly been part of the leadership
team with trilogy for 12 months,and it's been fantastic, and
this business is absolutely homefor me, the stage one is because
you are talking data. Peoplejust get triggered. Data means
(09:45):
KPIs. KPIs means KPI.Management, leadership. Go, God,
this bloody bird has joined ourbusiness, and she's making us
look at all these data pointswe're losing what we were we
weren't establishing....
Matt Best (10:00):
We're losing our culture, we're losing our
culture!
Jonny Adams (10:02):
That's so 2012, by the way, we've changed. We're
not in that....
Charlotte Smith (10:05):
I know, right? We're not that business. We're
not that business. So I spokeabout the hearts and minds like
it took, it does take a minute,and these are the most open
minded professionals that I'veworked with in a long time,
right? They're really open toit. They really wanted it. But
then when you ask somebody tochange, they're like, oh, no,
that's not for us. It did take aminute. So you do have to start
(10:27):
in the trenches a little bit,but you have to really commit
and own it with any changemethodology, right? You've kind
of got those, those combativemonths where it's like, can't
see it. Can't see it. Can't seeit. What we really work together
with as a leadership team,though, and we're a smaller
business, right? So it is a biteasier for us to do. We're sort
(10:49):
of between 6070, heads basedacross kind of three different
locations. We're European, we'reUK, we're us, so they're the
kind of cultural aspects withthat to deal with as well. But
we really, really shouted aboutthe small stuff, because we
we've got some people in ourbusiness that achieve incredible
stuff, like I've never workedwith a business that has got so
(11:11):
many million pound dollar, Euroa year. Bill is right, and I
think that's testament to themethod. So when I dissected what
was the trilogy, way it wascustomer centric. It was we work
incredibly hard. We don't treatpeople as a client, and we don't
treat people as a candidate. Wework incredibly hard to network
(11:31):
with key figureheads in ourmarket, so we stay in our lane.
We're contract recruiters, theexception of the US, right with
contract recruiters. We don'ttouch perm, so we have
boundaries, and we won't go outof that. You know, we have
customers that we work with thatspend millions of pounds a year
in Perm hiring. It could be soeasy to go we'll do that. No, we
(11:55):
are the contract recruiters.That's what people come to us
for. And as a result, we we, wedeliver what we say we can
deliver. And I think if you'resat here as a leader, putting
together your strategy, and youthink diversifying your offering
with your current leadershipteam, because of course, you can
(12:16):
hire in a great person that canhelp you branch off. But if
you're trying to diversify youroffering and your value to your
customers, and you have noweight behind that, that's a not
customer centric decision.That's greedy, you will fail.
Your customers won't enjoy that,and you'll lose what you were
good at in the first place,right? So I've really enjoyed
(12:37):
that, but I've had todemonstrate that. So yes, all of
these incredible people thathave been here since you were
running it out of a shoe box,and I fully appreciate we now
have a CRM and I'm showing youdata and dashboards, and I'm
sending around league charts,and you hate it, but now we're
at a point where we're like,well, we've built the base level
funnel. We've got everybodyreally aligned to their markets.
(12:59):
We've worked on the basics, andwe've really pushed that, and I
used key people in our businessto help me support those
messages. I found my businesschampions to help me with that.
I took extra time to dissect therationale, the reasoning and the
why, so they knew where I wascoming from. I then got them to
(13:19):
do a bit of training with me toadd weight. So I wasn't just
this person that joined thebusiness. And they were like,
Who's this Dizzy bird with thered lip telling us to do more
pulls because it's gonna achievethis. And then now we're at the
end of funnel stuff. You know,we're really, we're really
driving at the moment, you know,how many people were meeting,
how many times it takes for youto meet somebody for you to then
(13:41):
gain business, and then how wecan work on ensuring that the
level of business that we'rebringing in is accurate to our
wheelhouse, and do our talentpools match that, so we can
deliver that with great speed tohire. Mic, drop.
Matt Best (13:54):
Drop the mic. And I think just for the audience
today, some absolute gold dustin there. And I know, obviously
we've been talking in thecontext of a recruitment
business, but there's so muchbusiness, but there's so much of
this that is relevant, as yousaid, way beyond recruitment
businesses and just having thateyes on all of those really,
really important things, and nottrying to boil the ocean. I
think one of the things you saidright towards the end there was
about taking time, right? Sotaking time to win a deal, but
(14:17):
also taking time to invokechange within the business is
clearly something you've done togreat success, and is starting
to and taking those difficultpersonalities on the journey
with you along the way as well.So on behalf of Johnny and I,
Charlotte, thank you so much forjoining us today. We've
thoroughly enjoyed it. Fantasticinsight, and to our listeners,
I'm sure going to get a hugeamount from this conversation.
(14:38):
So thank you.
Charlotte Smith (14:39):
No worries. Thank you very much for having
Jonny Adams (14:40):
Thank you, Charlotte.
me.
Charlotte Smith (14:41):
Cut!
Matt Best (14:44):
Well done.
Jonny Adams (14:45):
That's brilliant.
Welcome back. We're here to continue our
(00:01):
conversation. We are thrilled tohave Charlotte Smith on the
Growth Workshop Podcast, anexperienced people manager
specializing in talentstrategies and currently working
with Trilogy International. Ithink quite often the clients
that we work with, some of thestuff that we just observe as
well in the market is you've gotthis. Yeah, okay, yeah, yeah. I
know I need to do. This is mythis my token. And then we kind
(00:22):
of walk off. We go, right? Thatfeels like a real challenge for
those leaders in that spacewhere the business is saying,
let's go in this direction. Thisis great. We're gonna have a
client centric approach to tothe way that we win work, the
way that we serve our clients.Great. By the time it lands on
the desk of a junior personwho's had their feet under the
desk for less than five years.How does that translate?
Charlotte Smith (00:43):
Well, the how piece again, if we talk about
scaling something back, right?So what you just discussed is,
you know, all businesses painpoints, we want to go from A to
B and move ourselves forward.How? Which we've touched on some
of the methods and the datadriven behaviors and ensuring
that the training is reallystrong behind that, even one
(01:05):
step before that, with your Howis well, what's the profile of
the person that we need to hireto ensure that we can actually
deliver that? No one does that.No one sits there and blueprints
that this is okay. This is thetype of experience, competence
and key traits that we aretherefore going to interview to
ensure that we can deliver thisstrategy. It's it doesn't
(01:27):
connect even right back beforethat, if I said to half of the
leadership teams within thesquare mile of bank where my
trilogy offices are based, haveyou and your sales leader sat
down and mapped the targetprofile of the person that you
want to hire into your teamformally, again, minimal to
(01:49):
None, right? So that's an easything that you could apply to
your leadership team to go,Okay, we know what we want to
do. We know phase one of how wewant to achieve that. Okay, how
and who are we going to hire todeliver that? And what are our
non negotiables around that?Because, again, within any sales
professional, there is highturnover, right? Is that the
(02:12):
fault of the person that gotoffered the job, or is that the
fault of the business thatdidn't take the time to ensure
that they were hiring the rightpeople for the job?
Jonny Adams (02:18):
I massively advocate what you're saying. You
know, one of the things that wetrain and teach is that whenever
recruitment, which is recruitingindividuals into your
organization, and I know we'retalking about recruitment,
probably supporting otherbusinesses, but is it about 5x
6x the cost of a miss hire atthe moment? And most
organizations, when they make amiss hire, they always go, wow,
they weren't good enough anyway.And then they point a finger at
(02:40):
them, but we always say, Well,how many fingers are pointing
back at you? And there's alwaysthe three that are pointing back
at you, which is important toactually understand. It's
probably the way that you'vehired and Ill practice and
focus. And that comes on to,like, the next question, really.
And we're talking about theimportance of leadership to
drive that sent, you know,custom centric approach. But
when we think about that, andthen wrapping around a cultural
(03:02):
element towards it, you alludingto some of those practices and
principles. I love the fact thatyou talk about the why, the
what, the when, and you know,you were challenging a bit
there, Matt about the how, andyou've come up with some great
frameworks. But from yourexperience, how do you sort of
build the culture of a customercentric approach through the
leadership? Remember, that's thelens that we want to talk about.
But how do you build thatculture in an organization from
(03:24):
your role?
Charlotte Smith (03:25):
Yeah, so I really encourage a lot of
involvement at all client touchstages, so to ensure that the
next generation of biller leaderthat's coming through the ranks
actually is really owning thatand going through that process
with the leadership team, I alsothink the key component there is
(03:46):
you're you're giving the leader,the said leader, the opportunity
to see where their currentconsultant is from a skills
perspective, to ensure thatthey're delivering the right
type of communication and valueproposition and question deck
and coming away with the rightoutcomes from those meetings. I
know that sounds very, verysimple, but that is custom
(04:08):
centric, because we're justensuring that every time we
touch a customer, we're doing itto the best of our ability. But
the reason why I put a peoplespin on that is we're ensuring
that we're showing and we'releading rather than telling so I
think that's really, really key.So that's a very simple thing.
It's just always be there forthose touch points, no matter
(04:30):
how small, there is somethingthat you can pick out on that.
And I'm really blessed with afantastic team at trilogy.
They're so hands on with theircustomers, so they're very
involved, and as a result, areable to scale customers on a
global setting, win wholeprograms of work, etc. I think
in the recruitment sector,that's been another really
(04:51):
fantastic change of mindset,which I've learned by being part
of the leadership team attrilogy, which is we really
adopt. To our statement of workmodels. And the reason that has
that kind of leader, customercentric approach is because
we're not just going in andsaying, Can we help you with a
couple of program managers?We're going, let's own it
(05:13):
together. Let's deliver thiswhole program together and
actually, really go on thatjourney. We'll take some of the
reporting away for you. So we'veactually made the decision to
hire some pMOS into our businesswhose skill set is completely
aligned to that and that. Thatis an exact example of being
(05:34):
customer centric in ourapproach. There is something to
gain from both parties, ofcourse, but if you're dealing
with the typical CTO, or ifyou're dealing with the typical
director of change or digitaltransformation director, do they
want to deal with multiplecontingent agents, or do they
want to actually invest in a midweight so we're not a
(05:57):
consultancy, we're not going towin your 30 million pound
projects because, quite frankly,you don't have them either. You
just want to deliver a couple ofkey things we can partner on
that there'll be more touch,there'll be more respect and
responsibility in mutual spades.And as such, we win as a
business, and we drive thosenumbers up by winning the whole
(06:21):
project, and the customer ismuch happier as a result of it.
Jonny Adams (06:25):
With the point of view of you describing how
trilogy is set up, I reallythink those are some phenomenal
points. You know, the fact thatyou're working together with the
client to create that customerset. And Matt, we've heard that
from other guests in the past,which is phenomenal. Just a
brief response and summary onthis point, when it hasn't
worked, what does it look like?But I want to know, what does
the feeling feel like whenthere's a lack of leadership
(06:47):
that's really binding aroundthat customer center? I would
imagine, in your illustriouscareer, you might have seen when
it hasn't worked that well.What? But what's the feeling
like in an organization when itdoesn't work so well?
Charlotte Smith (06:55):
Well firstly, it hasn't worked because the
leadership have driven a quickresult rather than a meaningful
long term result. So they'vepushed a number, they've pushed
a meeting, they've pushed adeal, they've pushed the rates
up too much in the deal, andthey haven't thought about the
long term client relationshipthat they can have by that so
(07:16):
that haste, that speed, thatimpatience, and therefore
naivety has lost customers andresults that then creates that
blame culture, finger pointingeveryone correct. It's like that
spider man meme that you seewhere they're all pointing and
blaming each other. And thenwhat happens is leadership
(07:36):
panic. Then what happens is theystart looking at KPIs. Then what
happens is they start looking atworking from home versus coming
into the office, blaming thehiring, blaming the people,
person, because I train them soif they're not all a grade
consultants...
Jonny Adams (07:54):
It's Charlotte's fault!
Charlotte Smith (07:56):
Absolutely always my fault, same at home.
So the reality is it create. Ithink that the biggest thing
that I can see is where peoplethen try and island off their
own strategies. So I rememberthe biggest red flags that I've
had with, you know, justinterviewing other businesses,
is we do it our way. We don't doit the same as them or we. It's
(08:18):
different for us. Come on nowyou know you're not, you're not
driving each other forward, andthen that actually doesn't mean
if you're protecting or what youperceive to be the right way
over another team in yourbusiness. You're not a succinct
business, and I very much doubtyou have a customer centric
leadership team as a result ofthat.
Matt Best (08:39):
It's that tying together, knitting together, the
everybody's rowing the boat inthe same direction, right? And
no one's kind of fighting. Andit's, it's so great to hear that
example, Charlotte, thank youfor sharing, and I know our
audience will really appreciatethat, and think maybe see some
of that in their ownorganizations. Something you
said just previously, and Ithink that was particularly
(09:00):
interesting, or that sort ofjumps out for me, is how you've
you what you're doing with yourbusiness, and how you're
neighboring your business, is totake that KPI data focus and
actually carry it into thoseclient partnerships as well. You
talk about having a PMO, andactually, let's get wrapped
around the same metrics. Solet's align your metrics with
our goals, so that everything isclick. I mean, that's got to be
(09:20):
the North Star of clientcentricity, right?
Charlotte Smith (09:23):
Yeah, 100% and don't get me wrong, it doesn't
mean that it's an easy journey.And so if I think back over the
last 12 months, because I'veonly been part of the leadership
team with trilogy for 12 months,and it's been fantastic, and
this business is absolutely homefor me, the stage one is because
you are talking data. Peoplejust get triggered. Data means
(09:45):
KPIs. KPIs means KPI.Management, leadership. Go, God,
this bloody bird has joined ourbusiness, and she's making us
look at all these data pointswe're losing what we were we
weren't establishing....
Matt Best (10:00):
We're losing our culture, we're losing our
culture!
Jonny Adams (10:02):
That's so 2012, by the way, we've changed. We're
not in that....
Charlotte Smith (10:05):
I know, right? We're not that business. We're
not that business. So I spokeabout the hearts and minds like
it took, it does take a minute,and these are the most open
minded professionals that I'veworked with in a long time,
right? They're really open toit. They really wanted it. But
then when you ask somebody tochange, they're like, oh, no,
that's not for us. It did take aminute. So you do have to start
(10:27):
in the trenches a little bit,but you have to really commit
and own it with any changemethodology, right? You've kind
of got those, those combativemonths where it's like, can't
see it. Can't see it. Can't seeit. What we really work together
with as a leadership team,though, and we're a smaller
business, right? So it is a biteasier for us to do. We're sort
(10:49):
of between 6070, heads basedacross kind of three different
locations. We're European, we'reUK, we're us, so they're the
kind of cultural aspects withthat to deal with as well. But
we really, really shouted aboutthe small stuff, because we
we've got some people in ourbusiness that achieve incredible
stuff, like I've never workedwith a business that has got so
(11:11):
many million pound dollar, Euroa year. Bill is right, and I
think that's testament to themethod. So when I dissected what
was the trilogy, way it wascustomer centric. It was we work
incredibly hard. We don't treatpeople as a client, and we don't
treat people as a candidate. Wework incredibly hard to network
(11:31):
with key figureheads in ourmarket, so we stay in our lane.
We're contract recruiters, theexception of the US, right with
contract recruiters. We don'ttouch perm, so we have
boundaries, and we won't go outof that. You know, we have
customers that we work with thatspend millions of pounds a year
in Perm hiring. It could be soeasy to go we'll do that. No, we
(11:55):
are the contract recruiters.That's what people come to us
for. And as a result, we we, wedeliver what we say we can
deliver. And I think if you'resat here as a leader, putting
together your strategy, and youthink diversifying your offering
with your current leadershipteam, because of course, you can
(12:16):
hire in a great person that canhelp you branch off. But if
you're trying to diversify youroffering and your value to your
customers, and you have noweight behind that, that's a not
customer centric decision.That's greedy, you will fail.
Your customers won't enjoy that,and you'll lose what you were
good at in the first place,right? So I've really enjoyed
(12:37):
that, but I've had todemonstrate that. So yes, all of
these incredible people thathave been here since you were
running it out of a shoe box,and I fully appreciate we now
have a CRM and I'm showing youdata and dashboards, and I'm
sending around league charts,and you hate it, but now we're
at a point where we're like,well, we've built the base level
funnel. We've got everybodyreally aligned to their markets.
(12:59):
We've worked on the basics, andwe've really pushed that, and I
used key people in our businessto help me support those
messages. I found my businesschampions to help me with that.
I took extra time to dissect therationale, the reasoning and the
why, so they knew where I wascoming from. I then got them to
(13:19):
do a bit of training with me toadd weight. So I wasn't just
this person that joined thebusiness. And they were like,
Who's this Dizzy bird with thered lip telling us to do more
pulls because it's gonna achievethis. And then now we're at the
end of funnel stuff. You know,we're really, we're really
driving at the moment, you know,how many people were meeting,
how many times it takes for youto meet somebody for you to then
(13:41):
gain business, and then how wecan work on ensuring that the
level of business that we'rebringing in is accurate to our
wheelhouse, and do our talentpools match that, so we can
deliver that with great speed tohire. Mic, drop.
Matt Best (13:54):
Drop the mic. And I think just for the audience
today, some absolute gold dustin there. And I know, obviously
we've been talking in thecontext of a recruitment
business, but there's so muchbusiness, but there's so much of
this that is relevant, as yousaid, way beyond recruitment
businesses and just having thateyes on all of those really,
really important things, and nottrying to boil the ocean. I
think one of the things you saidright towards the end there was
about taking time, right? Sotaking time to win a deal, but
(14:17):
also taking time to invokechange within the business is
clearly something you've done togreat success, and is starting
to and taking those difficultpersonalities on the journey
with you along the way as well.So on behalf of Johnny and I,
Charlotte, thank you so much forjoining us today. We've
thoroughly enjoyed it. Fantasticinsight, and to our listeners,
I'm sure going to get a hugeamount from this conversation.
(14:38):
So thank you.
Charlotte Smith (14:39):
No worries. Thank you very much for having
Jonny Adams (14:40):
Thank you, Charlotte.
me.
Charlotte Smith (14:41):
Cut!
Matt Best (14:44):
Well done.
Jonny Adams (14:45):
That's brilliant.
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