Mastering Sales Funnels and Predictive Analytics with Alex Fender
In this episode of The Wireless Way, host Chris Whitaker welcomes Alex Fender, the chief funnel scientist and founder of Funnel Science. Alex shares his journey from being a US Marine Corps veteran to becoming a tech entrepreneur specializing in sales funnel optimization and predictive analytics. The conversation covers Alex's background in logistics and technology during his military service, his transition into the tech world, and the founding of Funnel Science. Alex discusses the importance of applying scientific methods to sales funnels, understanding return on investment (ROI), and the challenges companies face with data accuracy and process integration. The episode also touches on the role of AI and technology in modern business strategies, the significance of call tracking and recording, and provides insights into decision-making processes at different management levels. Alex emphasizes the need for constant testing and measurement to achieve better business outcomes. The episode concludes with a call to action for businesses to seek help and invest in proper tools and processes to optimize their operations.
00:00 Introduction and Gratitude
00:53 Guest Introduction: Alex Fender
02:44 Military Background and Early Tech Ventures
07:19 From Marine Corps to Funnel Science
13:49 Challenges in Marketing and Sales Funnels
16:33 Importance of Data Accuracy and Integration
18:14 Leadership and Accountability in Business
22:22 Customer Frustrations with Complex Processes
23:52 The Importance of Speed in Customer Service
25:18 Adoption of AI and Technology in Business
27:05 Challenges with AI Implementation
30:14 Decision Makers and ROI in Business
37:42 Call Tracking and Quality Control
40:33 Final Thoughts and Advice
Check out my website https://thewirelessway.net/ use the contact button to send request and feedback.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
chris_1_06-17-2025_123414 (00:05):
Hey, welcome to another episode of
The Wireless Way.
I'm your host, Chris Whitaker,and as always grateful that you
are here.
And, uh, you know, my guest andI were just talking about
Father's Day this past weekend,and it even reminds me how I'm
so grateful about a lot ofthings and, and, uh, totally
won't plan on going this way.
(00:26):
But I, I'm as well say this inmy mind, man.
G, an attitude of gratitudewill, will get you through.
Just about every situation.
So I hope you're, uh, having agreat day and hope you're
grateful for it.
And, uh, again, I'm gratefulthat you're here to listening to
yet another episode.
You keep coming back, so Iappreciate it.
Five years strong.
70 plus countries.
Uh, it, it's been a great, uh, agreat journey for me and, uh,
(00:50):
and I'm grateful for AlexFender.
Uh, he's my guest today and Iwanna tell you a little bit
about him as always.
Uh, he's the chief funnelscientist and founder of Funnel
Science, and we're gonna hearmore about that.
Uh, in addition, as important,he would probably say is he's a
US Marine Corps veteran.
Turn tech entrepreneurspecializing in sales funnel
(01:13):
optimization and predictiveanalytics.
In my world, we talk a lot aboutpredictive analytics and ai.
We're gonna dig into that.
As a founder funnel science, um,he has spent over 15 years
helping more than a thousandbusinesses from startups to
Fortune 500 companies maximizerevenue through data-driven
(01:33):
marketing strategies.
His expertise spans, uh, B2B andB2C channels as business to
business and business toconsumer channels, high ticket
sales and luxury markets.
Again, this is gonna be aninteresting one folks.
So buckle in.
Uh, he's a graduate of ColumbiaCollege with a BS in management.
Alex furthers his studies andpredictive analytics at
(01:55):
Northwestern University.
Uh, his accolades include beingnamed a Veteran Entrepreneur of
the year by MTI, the FederalReserve Bank in Dallas, and
winning into veteran businessBattle at Rice University.
Has also served on a committeein Washington DC appointed by
the secretary of the SBA,focusing on veteran business and
development.
(02:16):
So if you know me and you'vebeen listening a while, we hit a
lot of things that you'll seewhy I asked Alex as a veteran
myself.
Love that story as a technol, atechnology enthusiast.
Love his day job.
So this is, this is a great,this is gonna be a great
episode.
Uh, Alex, thanks for making timeand thanks for being flexible
enough to, to get this thingscheduled.
How you doing today?
alex-fender_1_06-17-2025_ (02:38):
Yeah, I'm doing great.
Happy to be here and thanks forinviting me.
chris_1_06-17-2025_123414 (02:43):
We do.
And you know, before I even getinto my first question, man, I,
it is kind of, actually, it'skind of part of my first
question, but, uh, US MarineCorps veteran, you know, I'm an
Army infantry veteran here weare talking about algorithms and
ai and I don't think we learnedthis stuff in basic training,
did we?
alex-fender_1_06-17-2025_1 (03:00):
And, no, no.
Maybe, maybe how to avoidgetting detected or how to
avoid, you know, staying out ofthe, the limelight of getting,
you know, your ass shoot, oranything along those
chris_1_06-17-2025_12341 (03:10):
That's right.
alex-fender_1_06-17-2025_113 (03:11):
I,
chris_1_06-17-2025_12341 (03:11):
Right.
alex-fender_1_06-17-2025_1134 (03:12):
I learned in the, in the military
early on how to be aprofessional skater and just
skate my ass outta any, youknow, bullshit scenario.
chris_1_06-17-2025_12341 (03:20):
Don't, uh, don't volunteer.
Never volunteer.
Yeah.
Don't volunteer.
Yeah.
I was a slower learner on thatone.
That seems.
Um, but, uh, what did you do inthe Marine Corps, by the way?
Remind me, what was your, yourMOS.
alex-fender_1_06-17-2025_11 (03:35):
So, um, you know, I served for eight
years and I did, uh, I joinedin, in 99, shipped to bootcamp,
uh, in 2000, and then I got outin April of oh eight.
And so, um, my MOS was, uh,logistics for the first six
years and it was in oh four 11.
And, uh, it's, it's kind ofinteresting.
(03:56):
This is, uh, for the first sixyears I didn't, I never did my
job, not one day When I was, uh,early on, before September 11th
happened, I was doing the honorguard and color guard at the
base and doing the funeraldetails.
And then September 11thhappened, and then things kind
of changed.
(04:17):
So now we're activating, Istarted as a reservist going to
college, you know, I wanted tobe a pilot and, um, and so.
What ended up happening was myfirst car was a 69 Mustang and I
had it on base and thenSeptember.
And I ended up selling this car,uh, parting it out on the, on
(04:39):
eBay, selling car parts.
And I made quite a bit of profitduring this nine month period of
a workup to go to Afghanistan.
then, uh, so the Marines foundout that I was good with
computers.
And, and so what was interestingwas they, they came into my
barracks room and did a barracksinspection.
They thought I selling freakingdrugs.
(05:04):
There was no drugs.
There was no drugs, but theycouldn't understand how a
freaking private had made somuch money.
And the NCOs, they just, they,they.
They made me prove to them what,how I was making all this money
and so they made me prove, likemy eBay account, my order
(05:25):
history, my history, my bankaccount showed car parts I
parts.
A box and I was selling them oneBay for a box all around the
fucking world, and they just,they just couldn't believe this
19-year-old kid was able to dothis outta the barracks room.
(05:47):
And I mean, every freaking dayI'd have like 10 to 20 boxes at
the, at the base post office.
And so one day the manufacturercalled me up and they're like.
Why are we shipping all theseparts to this military base in
Fort Worth, Texas?
They thought they was like somehook or something coming in, you
know, they didn't know.
And I was selling them.
I was selling them as fast asthey could produce them, and
(06:10):
then they had on my back order.
anyways, when they found out Iwas good with computers, they
sucked me out of my job and putme in the S3 and six.
Ended up working on a databasefor the squadron and we, we
(06:30):
developed it real significantfor, for the S3 shop and doing
training in ops and, and sothat's how I really got into
technology on, on that.
But you know, before that I'ddone my first database, like in
the 10th grade.
So I'd already had someexperience in junior high and
high school doing computers.
But in the Marines I was 19years parts and became ran
(06:55):
database.
Kind of.
chris_1_06-17-2025_123414 (07:03):
Oh, that's fascinating.
Uh, and you're right, they don'texpect that, that E one, E two
to be having a lot of foldingmoney, a lot of cash on hand.
Usually you, they're spendingthat all down range, you know,
at the bars or something.
Uh, now that's pretty cool, man.
Thanks for sharing that.
And, you know, kind of pivotinga little bit, uh, how did you go
from being that, that, that.
(07:25):
That Marine doing what you weredoing to being the chief funnel
scientist at Funnel Science,how, what was that journey look
like?
What, what, uh, what did thatjourney, you know, uh, yeah.
I'll to edit that out.
That happens by the way.
I have to edit things out.
Uh, okay.
So, yeah, so tell me more aboutthat journey of going from the
Marine Corps to being the ChiefFunnel scientist at the at at
(07:47):
Funnel Science.
alex-fender_1_06-17-2025_ (07:49):
Yeah, man.
It was interesting because atthe second company that, uh, I.
And then an investor and I was,uh, I left for deployment and
came back, it was in the summerof thousand eight and a check
for 10, a marketing company buyleads.
(08:11):
And I asked, you know, of theseleads that you're buying.
How many are we closing and howmany sales are we making, you
know?
And percent of the leads we wereclosing leads.
We weren't even close to that, Icould tell.
(08:32):
And I wrote some reports out ofthe database, just some real
simple marketing reports.
And I brought him, I brought himthe report as he is writing
another check a couple weekslater.
So he had spent$80,000 onmarketing to a vendor to buy
leads.
And it turns out our freakingclose ratio was a goose egg, 0%.
(08:59):
You know, maybe if we apply somescience to our sales funnel that
we might just get a betteroutcome.
And the idea of.
Using, using a process tomeasure your lead quality or
just start with like count ofleads.
How many leads are you getting,how many are qualified, how many
(09:19):
are closing, how many salesyou're making, like apply some
quality control measures to tothis, you know?
And the goal is as a return oninvestment, you know, if you
spend 80 grand on marketing,well.
(09:39):
In sales.
chris_1_06-17-2025_12341 (09:45):
Right, right.
alex-fender_1_06-17-2025_1 (09:47):
And, and in that summer I coined the
term funnel science and I said,you know, we need to put some
funnel science together and, uh,build a better funnel based on
some testing and verify, testand measure what works and what
doesn't.
And then by doing that we, wehad really impressive results.
(10:07):
And so I.
We set the company.
chris_1_06-17-2025_123414 (10:21):
How was that first year?
You always hear about that firstyear being tough.
I mean, it sounds like you had agood use case.
You had some good data, uh, howlong before you really felt like
it was up and running or,
alex-fender_1_06-17-2025_11 (10:35):
We, um, the first year was
interesting.
I was in the middle of a lawsuitwith my former business
partners.
I
chris_1_06-17-2025_123414 (10:44):
Hmm.
alex-fender_1_06-17-2025_11 (10:45):
the company and then got married in,
in June.
And so it was a very stressfulfirst year.
I also quit as a consultant atanother company, so I didn't
have really any income comingin.
It was, uh, operated outta mytwo bedroom apartment.
I had the spare one bedroom, soI put my desk and computer
connection there.
(11:06):
And you know what I did?
I just hustled and I made a.
You know, but we had a prettygood process that worked pretty
well, and so we, we were able tobuild up just based on the
process.
This was pre the software comingabout, so Funnel Science built
(11:28):
some software starting in 2013,but if you execute a process of.
And, and reconcile you in sales.
These companies, they, theystruggle with marketing and
(11:49):
sales because.
They just throw poo poo, youknow, against the wall and hope
something sticks and that thatdoesn't really work that well.
Or that's just a real, you know,the spray and pray method where
you spray it out there as farand white as possible, and then
you
chris_1_06-17-2025_12341 (12:03):
Right.
alex-fender_1_06-17-2 (12:03):
something comes in.
I mean, that shit, that's,that's, that's a
chris_1_06-17-2025_12341 (12:07):
Don't.
alex-fender_1_06-17-2 (12:08):
wasteful,
chris_1_06-17-2025_123414 (12:09):
Yeah.
And yeah.
And then, and then they're,they're not wanting to invest in
a proper CRM.
They're trying to use someoutdated, you know.
Antiquated, uh, CRM or adatabase that's not really built
to be a CRM.
I've seen it done all kind ofways.
I've seen it done right, wrong,and I've seen it, you know, done
perfectly and not so perfectly.
But, uh, yeah.
(12:30):
I love, I love when we weretalking, I guess a little more
backstory.
You and I met at the ConnectUS,uh, rev up your revenue event
at, at Dallas Motor Speedway afew weeks ago.
Fun time.
We had a great time, man.
That was.
That was next level event rightthere.
I tell you, uh, I think you'rethe first guy I actually bumped
into at the reception the nightprior, so that was really cool.
(12:53):
But when I heard what you weredoing and funnel science, I'm
like, huh, I, I know of a, atleast a dozen companies that
could really benefit from this,you know, because everyone's,
oh, here, here's probably thefavorite.
You know, they, they have thefunnel, they have the CRM, and
they have five different reportsfor the same data set.
You just kind of pick the, you,you pick the report that looks
(13:14):
the best back to like your CEOtalking thinks he had this great
close rate.
There was probably some metricsomewhere that showed, showed
that, but the reality was that'snot the case.
Right.
So I, I've lived a lot of thethings you described and thought
to myself, man, with all thistechnology we have now and all
this software and smart people,why aren't we taking advantage
(13:36):
of it?
You know, why aren't companies,you know, leaning into this
'cause?
Yeah.
Data is king.
I was just saying, you know,God, we trust, but all others
must have data and you need tomake sure it's right, you know,
and, and you can, you can proveyour data.
So, um, my goodness.
So what other problems are yousolving mean?
Do you see a trend in thecompanies you're working with?
(13:56):
Is, is it similar, everybodykinda the same problems or is it
different across the board?
What, what, where, where are thekey problems you're solving with
your solution?
alex-fender_1_06-17-2025_11 (14:05):
You know, this is one that's
baffling to me that, I mean, youwould think that, uh, people
know what ROI stands for, returnon investment is what I'm
talking about.
This is a
chris_1_06-17-2025_1234 (14:16):
Mm-hmm.
alex-fender_1_06-17-202 (14:16):
common.
Common measurement for successor use, or should be used and,
and what I've found is it'srarely used, it's rarely defined
correctly, and then almost neverreconciled or never verified to
actually make sure that it'saccurate or there's some measure
of accuracy there, you know,with the degree a margin of
(14:37):
error.
But I've interviewed and talkedto thousands of people.
Show ROI report.
Most don't have it.
And it's like not knowing howmuch gas is in the tank or, I
mean, there's some return on adspend is another one.
If you're doing advertising,especially like with Google or
Meta or any sort of digital ads,I mean, this is just such a
(15:00):
crucial metric to measuresuccess.
And then, um, so return yourreturn on.
If it's done on a spreadsheet,like spreadsheets are like 80%
wrong or error ridden.
And so spreadsheets, know, thewrong tool to be used and
they're still being used andit's so freaking crazy that
(15:22):
companies invest like crazyamounts of money and then export
it to a freaking spreadsheet andthen try to present from that
almost.
chris_1_06-17-2025_123414 (15:33):
Why do you think that is?
What, what, why do you thinkit's 80% March?
Uh, uh, error rate?
That's pre, that's high, man.
And, and I don't disagree withyou.
It just takes one guy to copyand paste the wrong formula and
it's, it's toast.
alex-fender_1_06-17-2025_1 (15:44):
copy and paste, and it's the
multiplicity effect.
And it's like they just keepusing the same logic, but
there's never, this is whatit's, this is the key thing.
I keep coming in over and overand nobody ever reconciles or
counts or rechecks the work, you
chris_1_06-17-2025_1234 (16:01):
Mm-hmm.
alex-fender_1_06-17-2025 (16:02):
don't, I don't understand why there's,
like, what we did in themilitary was inspections and so
I just plan inspections or go inand inspect things and then, and
don't, don't expect what youdon't inspect.
That's something I absolutelylearned, you know?
And.
If people are telling you, youknow, typically your sales
team's telling you they're badleads, okay, well, let's go
verify the marketing data, butdon't tell me they're bad leads
(16:25):
if there's no freaking notes inthe CRM or if you're not
executing any sales entry, or totell me, like, quantify why it's
a bad lead.
So there, there's lots ofproblems in there between co.
The, the, the, oftentimes it'sdigital base should be collected
in A CRM.
The report should be automatedand built and integrated
together.
(16:45):
And these companies, they neverintegrate the data correctly.
That's the other thing is sothey're trying to match or draw
conclusions on reports, but theynever the data correctly to
begin with.
So the reports are never gonnabe accurate.
They're just never trying.
How much sales success you havefrom a campaign id, and you
(17:06):
don't track the UTM values, orthey don't integrate it
correctly, or the webmasterdoesn't do their part, and then
the database admin doesn't dotheir part to sync it in the
Salesforce field correctly, soit doesn't show up into
Salesforce or you have to tie inlike three other freaking tools
to make it work.
I mean, it just, that's, that'swhat the norm is.
chris_1_06-17-2025_123414 (17:27):
Do.
How often do you come across acompany doing it right?
alex-fender_1_06-17-2025_ (17:32):
Like, it's so rare.
It's so freaking rare.
Um, like not that often.
Like once
chris_1_06-17-2025_123414 (17:42):
a year maybe.
Okay.
Once, so that one a year.
Why are they doing it right?
Does someone, they have like adata analyst on, on staff that
could, I mean, right.
Feel like someone has to ownthat whole ecosystem of
information.
'cause if it's not, and you, itis all pared out the different
departments, no wonder, youknow, you can't get three people
to agree on a plan half thetime.
(18:04):
You like even get two people toagree on a plan.
What, what are they doing?
What, what, what was doing itright look like besides hiring
your company?
alex-fender_1_06-17-2025_1 (18:12):
This is a great question.
In the military, we, we fightmissions and we fight missions
to win.
And the missions have anobjective.
And part of the mission is notto kill off all your mi your
troops or your personnel, right?
And so you go to war, you go tobattle or, or it doesn't even
always have to be a fight.
Sometimes we go fight missionsto do like humanitarian work or
(18:33):
build something.
But you have a common objectiveand people work together towards
that common objective that'svery clear.
And there's a leader that candrive that.
And then that's what's, what'softentimes is missing is there's
oftentimes somebody clearlydriving that objective, Hey, we
need to gather these people.
We need to do this work.
(18:53):
We need to accomplish this.
It's just the military is verygood at that.
And then on the civilian side, Isee projects, especially like at
IT projects, IT projects have areally high failure rate because
they're never on freaking timeor they never accomplish the
business objective, or they'reso far out scope or budget that
(19:17):
there's just like, sometimesthey pull the project because it
just doesn't work, doesn'tdoesn't business.
And then here's the other thing.
This shit changes so fast, man.
It's like changing so fast.
So we have tools that are set upand working on Google APIs and
(19:38):
everything was last, and youknow, and there's this.
Agile method, or you have to beable to ideate and build and
then unbuild rebuild and thenjust this constant keeping up.
Or at some point there's thismaintenance phase of it.
(19:59):
So it's, it's really hard.
I mean, you have to have somepeople that really know how to
drive this through technology.
chris_1_06-17-2025_123414 (20:06):
Yep.
And, and you know, anotherobservation as you were talking,
it made me think about, again,it's just kind of the corporate.
Mindset of decision bycommittee.
Um, I've always struggled withthat because, you know, well, I
guess one of the benefits of adecision by committee, when it
goes wrong, there's no oneperson to own it, you know?
(20:27):
But in the military, whoever thesenior rank and personal site,
they were, they're responsible.
Even I don't bottom line who,who's in charge here?
That's, we still hear that,right?
Who's in charge here?
Who?
Who's OIC or who's N-C-O-I-C?
Uh.
You know, so if you're listeningand you're the, and you are the
senior person in your company, Igo as far as say what we're
(20:49):
talking about.
It's up to you to fix it.
Someone has to make a decisionthat we're not gonna live with
bad data.
We're not, we can't report,especially our board of
directors, you're publiclytraded.
Ouch.
I mean, we've seen a lot of CEOsand C levels lose their job
because of making decisions onbad data, right?
So, uh, you know, what's theother, Reagan have the saying or
(21:09):
trust, but verify.
You wanna trust your analyst,but.
Prove it to you, right?
Just like you do with yourcustomers.
alex-fender_1_06-17- (21:16):
Reconcile, inspect, check and recheck or
ver, I mean verify, and thenlike it's just like it's not
done once a year.
It should be done more oftenthan that.
I mean, especially when you'respending.
You know, millions of dollars onmarketing to send to
salespeople, and then you'reholding, you're, they're held
(21:37):
accountable to a quota.
But then like the marketingpeople are held accountable to
nothing.
Sometimes they're heldaccountable to nothing, but then
they're so, they're so, theydon't, and they don't know, or
it's not, they, it's amazing howmany times they say it's not
their job or.
I'm, I'm the web, I'm notresponsible for leads or I'm not
(21:57):
responsible in the sales.
And that's where, that's where alot of leadership fail.
Not lining the troops to acommon goal and then supporting
them with the correct technologycomponents.
Here's the other thing, man, Ijust, I just lit up one of the
phone companies, uh, not longback.
(22:17):
What they do is they stack shitupon shit, upon shit of process
and.
Force their customers to gothrough it.
And then the customers are justlike, good grief, I'm not doing
this, or This is ridiculous, youknow?
And they start the journey, tryto sign up, and then very
quickly they abandon it and say,this sucks, or this company
sucks and there's no way I'mworking with them.
(22:38):
You know?
So that's, that's another commonaspect where they put all of
these either processes ortypically technologies in place,
you.
Enter your data in through an,uh, a, a VA that's overseas, and
then a salesperson might callyou back in like five to seven
(23:00):
days from now if you're lucky.
You know, and it's just kind ofridiculous what some of these
companies put together and thenwonder why their sales funnel
sucks so bad.
It's because it's not designedfor speed or customer
satisfaction or, or designed tofacilitate a seamless.
and easy transaction Normally.
(23:20):
Normally they're doing a lot ofpain in the ass things and we
have process and all.
chris_1_06-17-2025_123414 (23:31):
Ease of doing business.
I mean that everywhere you,every industry, every customer
engagement, that's what we allwant.
Everyone wants it easy.
You make it complex, painful.
I'll find another way.
I'll, I'll find someone else.
Or maybe I just won't make thatdecision.
I won't do that by decision atall, possibly.
Um, gosh, man, you're so, yousee a lot.
alex-fender_1_06-17-2025_ (23:52):
speed is a weapon, you know, and
speed.
You can defeat them oraccomplish the mission quicker.
It's kind of the same thing incustomer service.
The faster or the faster thesalesperson can keep the
customer happy and make themhappy.
That's how you win and that'show you can dominate over your
(24:12):
competition because oftentimestheir leaders or people aren't
thinking of, how do I leveragespeed to make the customer and
then get paid faster?
Profit faster?
do speed do reduce latencyimpact?
These other things or measurecustomer sentiment through AI
tools and then measure how happythe customers are.
(24:34):
And then to sales velocity orthe, the speed is a weapon and
it's completely not used orunderstood with analytics or
predictive analytics.
In most companies, they don't,they don't, they're not even
tracking ROI correctly, sothey're not getting to velocity
or forecast or predictionbecause they're still stuck at
level one and level two of howdo I collect the data and what
(24:54):
does my data mean?
It's real, real interesting,like you'd think we're way, we
should be way further along inthis because it's where 2025,
but like it's still very, veryfew companies are putting these
things together, but the onesthat are just like lightning
fast compared to others and theothers are still, you know,
really stuck back in like earlytwo thousands thinking of this.
chris_1_06-17-2025_123414 (25:18):
You know, I, I have a theory on
that, Alex, and, and, um, thissounds a little bit ageist, I
guess is the right word.
I mean, I'm obviously we're 50,been around for a while, got
some gray hair, but I, I took alot of business leaders.
Um, if you're not in tech and,you know, you, you kind of came
up in that seventies andeighties timeframe and you're in
charge.
Yeah.
It's like, why would I needthat, you know?
(25:40):
Business was built off aclipboard and a calculator.
We could, and you know, now wehave Excel.
Woo.
That's our, that's ourtechnology.
As about you said, so, you know,you gotta wonder if in the next
decade or so, uh, obviouslythere's a lot of entrepreneurs
and a lot of business people intheir twenties, thirties, and
forties.
But, uh, and especially that, Ithink that thirties group,
right?
(26:01):
I mean, they kind, they, they'venot known a time where there
wasn't internet.
They haven't known a time wherethere wasn't.
Uh, you know, some type ofsoftware, smart device.
Uh, so you, you, it, it isinteresting.
Will there be a time where it'sjust gonna flip where a business
leader in charge says, I expectsoftware to be driving this
outcome and not you.
(26:21):
And a manual process with 10different versions of a
spreadsheet and, you know, 1.02,I mean all these different
versions.
Um, what do you think?
Does that make sense?
Do you think that's possible?
alex-fender_1_06-17-2025_1 (26:32):
Man, I am reading business plans and
I'm hearing investors speakabout how they're looking at org
charts for new companies thatare getting pitched to them.
They might have like one or twoor three founders in it.
And then in the org chart, it'snot personnel, it's it's agents,
AI agents, or Devons.
(26:53):
And so they're saying like,director of marketing, this bot,
director of sales of this bot,director of customer service,
this bot.
And so you have what's calledDevons AI agents.
Is is what it is.
Um, I, I'm seeing a lot ofdumbass ai, customer service
stuff, but I'm seeing a lot ofit be really, really intelligent
(27:13):
or work very effectively.
So it just takes, it takes somehumans.
There's called unsupervisedlearning or supervised learning.
You have to supervise it andguide it and like reinforce it
or keep training it to make it.
Humans notoriously do really badat work consistently, and.
(27:37):
Why not?
I mean, but it's not, you can't.
You have to, what we're seeing,we're using it daily.
This is what we're seeing.
you have it, the tool put in theright hand.
It has to be like with thecorrect business leader or
architect and developer, andthen you deploy these, these
bots or these agents together.
It can be very impressive withthe outcomes, but we're.
(28:03):
When people try to do it, lay,lay business person not knowing
the technology or not knowingthe coding or development
aspects of it, they can hack itor duct tape it together and
they, they think it works, butit kind of crashes and burns
pretty quickly and you're seeinga lot of companies do that.
One of these companies wasfreaking completely fluffing it
and having, you know, Indiantech support.
(28:34):
It, it doesn't always workbecause they're, they're not
building it correctly and ittakes like the really, really
great engineers to bring ittogether.
That's what I'm seeing.
It takes like a couple greatengineers and that's where
companies don't have it.
They're not trained in it, andso they're like, their webmaster
becomes the freaking AI guy orsomething, you know, or, um,
(28:56):
worked on a recent project.
The project was, uh, APIproject.
They failed at it for months andmonths and couldn't get it done,
and we were able to get it donein like four to six weeks, where
previously it had been stuck,you know, for months.
So these AI agents can't figureout everything.
But I think you're gonna seethis, this in new company
(29:17):
structures quite often wherepersonnel are replaced with
what's on the org chart isessentially a bot with that
function.
chris_1_06-17-2025_123414 (29:26):
Wow.
Is anyone supervising that bot?
Like anyone fact checking it?
I mean, is that, it seems likethat's my thought.
alex-fender_1_06-17-2025_1 (29:35):
They
chris_1_06-17-2025_123414 (29:35):
be.
Yeah.
Yeah.
alex-fender_1_06-17-202 (29:37):
they're probably not, probably not, you
know.
chris_1_06-17-2025_123414 (29:40):
Yeah, copy and paste.
Copy and paste it.
There's a whole, whole newmeaning of copy and paste now
that, uh, take, you know, takingAI output, not fact checking it,
just using it as your ownoriginal idea.
That's, that's dangerous.
But again, I, I'm a contentcreator.
I use AI all the time, but I useit as a tool.
It's not my end all be all.
I've, I've always fact checkedit.
(30:01):
Make it my own change words.
'cause I always use words that Iwould never use.
Uh, that's always like a redflag.
You can tell when someone's copyand pasting, you know, Chad,
GPT, not you not making it theirown.
Hey, Alex, one of the questions.
So who, who, who's mostly makingdecisions to go with your
company?
What level?
I mean, who, who are you talkingto at a company that will say,
(30:21):
yeah, we want to do businesswith you?
alex-fender_1_06-17-2025_11 (30:25):
Um, for, for the most part it's
gonna be mid-level management tosenior level management or
executive management.
Um, we're dealing, uh, we're, wework with companies all across
the country.
We do a little bit ofinternational, we've done
international for some time, butwe're primarily North America.
And then we.
(30:50):
Often all the time.
And then, um, it depends.
We, we, we do three things.
We do marketing, we have thesoftware, and then there's the
other technology aspects.
So it just slightly depends onwho's coming in or contacting
us.
Um, we had one interesting last,a few weeks ago.
Uh.
(31:11):
in for our phone service thatdoes phone tracking and
recording and sentimentanalysis, and the sentiment
tracks how positive or happy thecalls are.
And it was a property managementgroup, so mid-level managers,
they saw the demo, so they wereinfluencing, or the owners of
this.
(31:34):
Complexes, it was their midlevelmanagement, reaching out to
marketing.
Um.
Other times it's executives orvice presidents at bigger
companies that are, you know,having real large marketing
budgets, like 20$50 millionmarketing budgets, and they're
(31:57):
trying to expand sales teams andleads and things like that.
So just there's, there's a rangethat we work with.
Not so much startups anymore.
Um, they're well fundedstartups.
We do some of that, butdefinitely no nonprofits or no,
no government or.
chris_1_06-17-2025_123414 (32:13):
Yeah.
How do you, you mentioned ROIand, and I, I do believe in that
too.
It's like, if we're gonna do it,let's make sure there's a
benefit, there's an outcomethat's beneficial to the, to the
company, and that's ultimatelywhy we're all here.
Uh, how, how do you show an ROIto your customers?
Are they, is it, is it a, isthere a pla a dashboard or is
there some metrics you show themthat, Hey, since we started to
(32:34):
where we are now, you're earningthis much more?
Is.
Is that, is that a thing foryou?
Does your customers expect youto help them show that?
alex-fender_1_06-17- (32:41):
dashboard.
As soon as you sign in, it's thefirst thing you see.
How
chris_1_06-17-2025_123414 (32:46):
I.
alex-fender_1_06-17-2025_11 (32:46):
did I spend?
How much did I make?
How many leads are on deck?
What's quality?
And it is like there's core setof metrics that you need to
know, but you need to know howmuch am I spending, how many
sales are coming in, how muchrevenue should be coming in from
new sales, total revenue orrecurring revenue.
(33:07):
However, we're tracking this forthe funnel, right?
So those are five in like thefirst five columns of the
dashboard.
2, 3, 4, 5, right there.
And then if it's set up right,there's another's, all the at
end O.
So this sales projected into.
(33:31):
How many are qualified, yourclosing rate, the days to close,
or basically a sales forecast ora sales projection.
So you're bringing in leadstoday, but they're not closing
today.
They should be closing in thefuture.
So if you run predictiveanalytics, that would be the
final aspect of it.
So, so we have that built in,and then we have a funnel report
that shows the customer journeyand it shows how many customer
(33:55):
and.
So to the word, how much did youspend on the word, and then how
much is that word making you inleads and sales?
So I mean, it can be drilleddown to that specific, or to the
page, or to the campaign, or tothe ad id, and you can get
really precise with what yourROI is on, on your digital
(34:16):
assets.
chris_1_06-17-2025_123414 (34:18):
Have you ever come across a prospect
that just wasn't ready for you?
I mean, they just, they didn't,everything was done on
clipboards and paper.
Maybe.
I mean, I mean, if this, iftheir ecosystem's not digitized,
it's probably hard for you towork with'em.
And, and is that like a, I mean,every, every Met customer, a
customer, like, yeah, I don'tknow if we can help you'cause
you're just not ready.
You're, you're so messed up.
alex-fender_1_06-17-2025_11 (34:39):
You know, it's all the time.
And I had one, and it was crazyto me.
It was a marine company, amarine owned company.
He and we connected and it wascrazy because we had really
great successes in his industryand we knew exactly what to do.
And I could tell in the process,in the, in the contracting or
the agreement process, I waslike, I don't think this guy's
(35:02):
gonna do it right.
And just based on how he waskind of talking.
So I actually wrote into thecontract like three different
bullets and said, you must dothis.
You must do this, you must dothis right?
And this is what it was.
It was very simple.
Very simple requirements forsuccess here.
(35:24):
You must give us your webmastersaccess and support, and we must
be able to make updates to yourwebsite.
And it wasn't anything crazy.
It was very simple.
That was number one.
Number two, you have to trackyour leads and you have to
verify or give me a report or ameasurement of the leads, like
you have to track your leads andput it.
(35:50):
I can't what the third thingwas.
And I did a pilot with him for90 days.
And then, you know, they made,this was the other thing.
Oh, I remember what it was, man,it, I told him not to do this
(36:12):
too.
said, uh, he gave me thefreaking rookie new hire that
had no training, never been inthe industry, and then he, he
stuck them over on our projectsuccess.
Give me your best guy to workwith.
Don't give me the FNG thatdoesn't know anything yet,
(36:34):
that's trying to do the, know,on the job training, learn as
you go.
And so sometimes man, they justdon't put it together right on.
Like, I told you exactly whatyou need to know, like marine to
marine, and he still wasn'twilling to listen.
chris_1_06-17-2025_123414 (36:50):
So people are just aren't, yeah,
they don't want your help.
Or people want an easy buttonand you know, anything worth
doing, it's gonna take effort.
I mean, you like, you know, youcan get a personal trainer.
Which I, I, I keep saying I wantto do that, but, but I haven't.
I should, but if I had one, Iknow I would.
Well, I'm paying for it.
I want an ROII, I wanna see areturn on it.
Just to having a personaltrainer is not gonna make me in
(37:12):
better shape.
I still gotta show up.
I gotta eat right.
I gotta put the time in.
That's interesting.
I'm an advisor to advisors andI've talked to a lot of folks
and.
And, um, I, I can hog, I'm bluein the faith face, but if, if
someone's not willing to changetheir behavior or at least
contribute and show up and puteffort into it, there's no point
in us talking honestly.
(37:32):
Right?
I mean, so it's probably thesame for you.
There's no point in calling youunless you're willing to
acknowledge you're not doing itright and you're willing to make
some changes and, and follow aplan.
So
alex-fender_1_06-17-2025_11 (37:41):
One
chris_1_06-17-2025_123414 (37:41):
it makes a lot of sense.
alex-fender_1_06-17-2025_ (37:42):
tools that we use, that we built, uh,
back in like 20 that we stilluse like every day to is uh,
call tracking.
Call tracking and recording, andthen we've added a few tools on
top of it, the transcription andthe sentiment analysis so you
can analyze the conversation orbuild reports quicker.
But, um, it's call recording andlistening to how your employees.
(38:08):
Talk to customers or how yourcustomers talk to your company
in what you hear in these phonecalls can be just absolutely
revolutionary and change.
But what's crazy is sometimesyou present a call recordings to
people and you show'em wherethey're doing a bad job and
sometimes they just get it andthey go.
(38:29):
I shouldn't have said it likethat, but
chris_1_06-17-2025_123414 (38:31):
Yeah.
alex-fender_1_06-17-2025_ (38:31):
times you show'em calls that were
like, really handled poorly andyou're like, you can't talk to
customers like that.
Or You can't do it like this.
And then like blind droppingcalls or parking calls on hold
for too long, or just bouncingcalls.
Like that's a, that's a commonone, you know, but it gets
pretty, it gets pretty crazy inwhat we hear in the call
(38:52):
recording and so.
Powerful and probably one of themost underutilized management
tools that I see.
But the companies that use thator do quality control on what
the, the customer interactionsand measure the customer
interactions, man, they get waybetter outcome.
(39:12):
But the call recordings, man,that's, that's probably one of
the best, most powerful tools touse for marketing, sales,
customer service.
Accountability, like branding,you know, like reputation and
then even website content orwhat your customers are calling
about.
And then sometimes evencompetitive reviews because
(39:33):
they're calling in telling youstuff that you guys and thing
know.
Shoulda in.
chris_1_06-17-2025_123414 (39:52):
And, and that's a feature of your
service then, it sounds like,right?
I mean, that's what you provide
alex-fender_1_06-17-2025_1 (39:57):
It's something that's built in, it's
definitely
chris_1_06-17-2025_123414 (40:00):
in.
alex-fender_1_06-17-2025_113 (40:00):
on the marketing side for marketing
quality control.
It's also used on the salesside, like how, how are our
leads doing, or how many leadsare closing or what's happening
on the sales side.
So we use it as quality controlto measure marketing
effectiveness, and then thesales follow up and how sales
does.
chris_1_06-17-2025_12341 (40:17):
That's a very interesting, well, this
has been a fascinatingconversation.
I know we were just gonna kindof, uh, scrape the surface of
it.
Uh, definitely if you'relistening in, you're interested
to check the show notes.
I'll have links of how to get,uh, in touch with Alex and his
team at, uh, funnel Science.
I.
Alex, last question.
Uh, you know, is there anythingyou wanted to cover we didn't
(40:37):
hit on, or any last words youwanna leave us with?
alex-fender_1_06-17-2025_1 (40:42):
Hmm.
You know, uh, always be testing.
That's one, that's one thing tobe focused in on.
Set up a tool measure, have thecorrect measurement or quality
control piece, and then alwaysbe testing and then test and
verify and just keep measuringand
chris_1_06-17-2025_12341 (40:58):
Always be
alex-fender_1_06-17-2025_1 (40:58):
your
chris_1_06-17-2025_123 (40:59):
testing.
Yeah, well of course we all knowalways be closing, but I like to
always be testing.
That definitely has me thinking.
Um, I.
Very interesting.
Yeah, that's, that's a good one.
Well, uh, thanks for yourservice.
Thanks for your service tocommercial industry and, uh, you
know, the, the business world.
I think that's, it's fascinatingthat, you know, so many smart
(41:21):
people do start great businessesand they make a lot of money,
but it gets to a point whereit's kind of, uh, like that
Peter principle.
They, they, they raise to theirlevel of, uh, incompetence in a
sense.
And they, and they need help.
And a lot of'em, the egoprevents them from asking for
help.
Ask for help.
There's nothing wrong withgetting help, uh, call it
assistance if you'll, you getsome assistance, uh, guidance, a
(41:41):
backup support, whatever it is.
Um, Alex, thanks a lot formaking time.
Thanks for sharing your storywith us today.
I, I appreciate it.
alex-fender_1_06-17-2025_1 (41:51):
Have a good one.
Great meeting with you.
chris_1_06-17-2025_12 (41:53):
Likewise, likewise.
There you go, folks.
Another episode of The WirelessWay.
And as always, if you heardsomething.
That resonated.
Something that, uh, you think acolleague or a client or a
prospect of yours might beinterested in, please share this
episode with them.
You can always go to thewireless way.net.
Uh, it's a website for the showand you can hit the contact us
(42:15):
button and, uh, provide feedbackor, or suggestions or.
Just, just check in, you know,just check in with me.
I'd love to hear from you.
Uh, a lot of great episodescoming.
Uh, man, just, it's been a busysummer already for the wireless
way.
A lot of great episodes comingyour way.
So, uh, thanks again forchecking it out and we'll see
you next time on the WirelessWay.
Hey, welcome to another episode of
The Wireless Way.
I'm your host, Chris Whitaker,and as always grateful that you
are here.
And, uh, you know, my guest andI were just talking about
Father's Day this past weekend,and it even reminds me how I'm
so grateful about a lot ofthings and, and, uh, totally
won't plan on going this way.
(00:26):
But I, I'm as well say this inmy mind, man.
G, an attitude of gratitudewill, will get you through.
Just about every situation.
So I hope you're, uh, having agreat day and hope you're
grateful for it.
And, uh, again, I'm gratefulthat you're here to listening to
yet another episode.
You keep coming back, so Iappreciate it.
Five years strong.
70 plus countries.
Uh, it, it's been a great, uh, agreat journey for me and, uh,
(00:50):
and I'm grateful for AlexFender.
Uh, he's my guest today and Iwanna tell you a little bit
about him as always.
Uh, he's the chief funnelscientist and founder of Funnel
Science, and we're gonna hearmore about that.
Uh, in addition, as important,he would probably say is he's a
US Marine Corps veteran.
Turn tech entrepreneurspecializing in sales funnel
(01:13):
optimization and predictiveanalytics.
In my world, we talk a lot aboutpredictive analytics and ai.
We're gonna dig into that.
As a founder funnel science, um,he has spent over 15 years
helping more than a thousandbusinesses from startups to
Fortune 500 companies maximizerevenue through data-driven
(01:33):
marketing strategies.
His expertise spans, uh, B2B andB2C channels as business to
business and business toconsumer channels, high ticket
sales and luxury markets.
Again, this is gonna be aninteresting one folks.
So buckle in.
Uh, he's a graduate of ColumbiaCollege with a BS in management.
Alex furthers his studies andpredictive analytics at
(01:55):
Northwestern University.
Uh, his accolades include beingnamed a Veteran Entrepreneur of
the year by MTI, the FederalReserve Bank in Dallas, and
winning into veteran businessBattle at Rice University.
Has also served on a committeein Washington DC appointed by
the secretary of the SBA,focusing on veteran business and
development.
(02:16):
So if you know me and you'vebeen listening a while, we hit a
lot of things that you'll seewhy I asked Alex as a veteran
myself.
Love that story as a technol, atechnology enthusiast.
Love his day job.
So this is, this is a great,this is gonna be a great
episode.
Uh, Alex, thanks for making timeand thanks for being flexible
enough to, to get this thingscheduled.
How you doing today?
alex-fender_1_06-17-2025_ (02:38):
Yeah, I'm doing great.
Happy to be here and thanks forinviting me.
chris_1_06-17-2025_123414 (02:43):
We do.
And you know, before I even getinto my first question, man, I,
it is kind of, actually, it'skind of part of my first
question, but, uh, US MarineCorps veteran, you know, I'm an
Army infantry veteran here weare talking about algorithms and
ai and I don't think we learnedthis stuff in basic training,
did we?
alex-fender_1_06-17-2025_1 (03:00):
And, no, no.
Maybe, maybe how to avoidgetting detected or how to
avoid, you know, staying out ofthe, the limelight of getting,
you know, your ass shoot, oranything along those
chris_1_06-17-2025_12341 (03:10):
That's right.
alex-fender_1_06-17-2025_113 (03:11):
I,
chris_1_06-17-2025_12341 (03:11):
Right.
alex-fender_1_06-17-2025_1134 (03:12):
I learned in the, in the military
early on how to be aprofessional skater and just
skate my ass outta any, youknow, bullshit scenario.
chris_1_06-17-2025_12341 (03:20):
Don't, uh, don't volunteer.
Never volunteer.
Yeah.
Don't volunteer.
Yeah.
I was a slower learner on thatone.
That seems.
Um, but, uh, what did you do inthe Marine Corps, by the way?
Remind me, what was your, yourMOS.
alex-fender_1_06-17-2025_11 (03:35):
So, um, you know, I served for eight
years and I did, uh, I joinedin, in 99, shipped to bootcamp,
uh, in 2000, and then I got outin April of oh eight.
And so, um, my MOS was, uh,logistics for the first six
years and it was in oh four 11.
And, uh, it's, it's kind ofinteresting.
(03:56):
This is, uh, for the first sixyears I didn't, I never did my
job, not one day When I was, uh,early on, before September 11th
happened, I was doing the honorguard and color guard at the
base and doing the funeraldetails.
And then September 11thhappened, and then things kind
of changed.
(04:17):
So now we're activating, Istarted as a reservist going to
college, you know, I wanted tobe a pilot and, um, and so.
What ended up happening was myfirst car was a 69 Mustang and I
had it on base and thenSeptember.
And I ended up selling this car,uh, parting it out on the, on
(04:39):
eBay, selling car parts.
And I made quite a bit of profitduring this nine month period of
a workup to go to Afghanistan.
then, uh, so the Marines foundout that I was good with
computers.
And, and so what was interestingwas they, they came into my
barracks room and did a barracksinspection.
They thought I selling freakingdrugs.
(05:04):
There was no drugs.
There was no drugs, but theycouldn't understand how a
freaking private had made somuch money.
And the NCOs, they just, they,they.
They made me prove to them what,how I was making all this money
and so they made me prove, likemy eBay account, my order
(05:25):
history, my history, my bankaccount showed car parts I
parts.
A box and I was selling them oneBay for a box all around the
fucking world, and they just,they just couldn't believe this
19-year-old kid was able to dothis outta the barracks room.
(05:47):
And I mean, every freaking dayI'd have like 10 to 20 boxes at
the, at the base post office.
And so one day the manufacturercalled me up and they're like.
Why are we shipping all theseparts to this military base in
Fort Worth, Texas?
They thought they was like somehook or something coming in, you
know, they didn't know.
And I was selling them.
I was selling them as fast asthey could produce them, and
(06:10):
then they had on my back order.
anyways, when they found out Iwas good with computers, they
sucked me out of my job and putme in the S3 and six.
Ended up working on a databasefor the squadron and we, we
(06:30):
developed it real significantfor, for the S3 shop and doing
training in ops and, and sothat's how I really got into
technology on, on that.
But you know, before that I'ddone my first database, like in
the 10th grade.
So I'd already had someexperience in junior high and
high school doing computers.
But in the Marines I was 19years parts and became ran
(06:55):
database.
Kind of.
chris_1_06-17-2025_123414 (07:03):
Oh, that's fascinating.
Uh, and you're right, they don'texpect that, that E one, E two
to be having a lot of foldingmoney, a lot of cash on hand.
Usually you, they're spendingthat all down range, you know,
at the bars or something.
Uh, now that's pretty cool, man.
Thanks for sharing that.
And, you know, kind of pivotinga little bit, uh, how did you go
from being that, that, that.
(07:25):
That Marine doing what you weredoing to being the chief funnel
scientist at Funnel Science,how, what was that journey look
like?
What, what, uh, what did thatjourney, you know, uh, yeah.
I'll to edit that out.
That happens by the way.
I have to edit things out.
Uh, okay.
So, yeah, so tell me more aboutthat journey of going from the
Marine Corps to being the ChiefFunnel scientist at the at at
(07:47):
Funnel Science.
alex-fender_1_06-17-2025_ (07:49):
Yeah, man.
It was interesting because atthe second company that, uh, I.
And then an investor and I was,uh, I left for deployment and
came back, it was in the summerof thousand eight and a check
for 10, a marketing company buyleads.
(08:11):
And I asked, you know, of theseleads that you're buying.
How many are we closing and howmany sales are we making, you
know?
And percent of the leads we wereclosing leads.
We weren't even close to that, Icould tell.
(08:32):
And I wrote some reports out ofthe database, just some real
simple marketing reports.
And I brought him, I brought himthe report as he is writing
another check a couple weekslater.
So he had spent$80,000 onmarketing to a vendor to buy
leads.
And it turns out our freakingclose ratio was a goose egg, 0%.
(08:59):
You know, maybe if we apply somescience to our sales funnel that
we might just get a betteroutcome.
And the idea of.
Using, using a process tomeasure your lead quality or
just start with like count ofleads.
How many leads are you getting,how many are qualified, how many
(09:19):
are closing, how many salesyou're making, like apply some
quality control measures to tothis, you know?
And the goal is as a return oninvestment, you know, if you
spend 80 grand on marketing,well.
(09:39):
In sales.
chris_1_06-17-2025_12341 (09:45):
Right, right.
alex-fender_1_06-17-2025_1 (09:47):
And, and in that summer I coined the
term funnel science and I said,you know, we need to put some
funnel science together and, uh,build a better funnel based on
some testing and verify, testand measure what works and what
doesn't.
And then by doing that we, wehad really impressive results.
(10:07):
And so I.
We set the company.
chris_1_06-17-2025_123414 (10:21):
How was that first year?
You always hear about that firstyear being tough.
I mean, it sounds like you had agood use case.
You had some good data, uh, howlong before you really felt like
it was up and running or,
alex-fender_1_06-17-2025_11 (10:35):
We, um, the first year was
interesting.
I was in the middle of a lawsuitwith my former business
partners.
I
chris_1_06-17-2025_123414 (10:44):
Hmm.
alex-fender_1_06-17-2025_11 (10:45):
the company and then got married in,
in June.
And so it was a very stressfulfirst year.
I also quit as a consultant atanother company, so I didn't
have really any income comingin.
It was, uh, operated outta mytwo bedroom apartment.
I had the spare one bedroom, soI put my desk and computer
connection there.
(11:06):
And you know what I did?
I just hustled and I made a.
You know, but we had a prettygood process that worked pretty
well, and so we, we were able tobuild up just based on the
process.
This was pre the software comingabout, so Funnel Science built
(11:28):
some software starting in 2013,but if you execute a process of.
And, and reconcile you in sales.
These companies, they, theystruggle with marketing and
(11:49):
sales because.
They just throw poo poo, youknow, against the wall and hope
something sticks and that thatdoesn't really work that well.
Or that's just a real, you know,the spray and pray method where
you spray it out there as farand white as possible, and then
you
chris_1_06-17-2025_12341 (12:03):
Right.
alex-fender_1_06-17-2 (12:03):
something comes in.
I mean, that shit, that's,that's, that's a
chris_1_06-17-2025_12341 (12:07):
Don't.
alex-fender_1_06-17-2 (12:08):
wasteful,
chris_1_06-17-2025_123414 (12:09):
Yeah.
And yeah.
And then, and then they're,they're not wanting to invest in
a proper CRM.
They're trying to use someoutdated, you know.
Antiquated, uh, CRM or adatabase that's not really built
to be a CRM.
I've seen it done all kind ofways.
I've seen it done right, wrong,and I've seen it, you know, done
perfectly and not so perfectly.
But, uh, yeah.
(12:30):
I love, I love when we weretalking, I guess a little more
backstory.
You and I met at the ConnectUS,uh, rev up your revenue event
at, at Dallas Motor Speedway afew weeks ago.
Fun time.
We had a great time, man.
That was.
That was next level event rightthere.
I tell you, uh, I think you'rethe first guy I actually bumped
into at the reception the nightprior, so that was really cool.
(12:53):
But when I heard what you weredoing and funnel science, I'm
like, huh, I, I know of a, atleast a dozen companies that
could really benefit from this,you know, because everyone's,
oh, here, here's probably thefavorite.
You know, they, they have thefunnel, they have the CRM, and
they have five different reportsfor the same data set.
You just kind of pick the, you,you pick the report that looks
(13:14):
the best back to like your CEOtalking thinks he had this great
close rate.
There was probably some metricsomewhere that showed, showed
that, but the reality was that'snot the case.
Right.
So I, I've lived a lot of thethings you described and thought
to myself, man, with all thistechnology we have now and all
this software and smart people,why aren't we taking advantage
(13:36):
of it?
You know, why aren't companies,you know, leaning into this
'cause?
Yeah.
Data is king.
I was just saying, you know,God, we trust, but all others
must have data and you need tomake sure it's right, you know,
and, and you can, you can proveyour data.
So, um, my goodness.
So what other problems are yousolving mean?
Do you see a trend in thecompanies you're working with?
(13:56):
Is, is it similar, everybodykinda the same problems or is it
different across the board?
What, what, where, where are thekey problems you're solving with
your solution?
alex-fender_1_06-17-2025_11 (14:05):
You know, this is one that's
baffling to me that, I mean, youwould think that, uh, people
know what ROI stands for, returnon investment is what I'm
talking about.
This is a
chris_1_06-17-2025_1234 (14:16):
Mm-hmm.
alex-fender_1_06-17-202 (14:16):
common.
Common measurement for successor use, or should be used and,
and what I've found is it'srarely used, it's rarely defined
correctly, and then almost neverreconciled or never verified to
actually make sure that it'saccurate or there's some measure
of accuracy there, you know,with the degree a margin of
(14:37):
error.
But I've interviewed and talkedto thousands of people.
Show ROI report.
Most don't have it.
And it's like not knowing howmuch gas is in the tank or, I
mean, there's some return on adspend is another one.
If you're doing advertising,especially like with Google or
Meta or any sort of digital ads,I mean, this is just such a
(15:00):
crucial metric to measuresuccess.
And then, um, so return yourreturn on.
If it's done on a spreadsheet,like spreadsheets are like 80%
wrong or error ridden.
And so spreadsheets, know, thewrong tool to be used and
they're still being used andit's so freaking crazy that
(15:22):
companies invest like crazyamounts of money and then export
it to a freaking spreadsheet andthen try to present from that
almost.
chris_1_06-17-2025_123414 (15:33):
Why do you think that is?
What, what, why do you thinkit's 80% March?
Uh, uh, error rate?
That's pre, that's high, man.
And, and I don't disagree withyou.
It just takes one guy to copyand paste the wrong formula and
it's, it's toast.
alex-fender_1_06-17-2025_1 (15:44):
copy and paste, and it's the
multiplicity effect.
And it's like they just keepusing the same logic, but
there's never, this is whatit's, this is the key thing.
I keep coming in over and overand nobody ever reconciles or
counts or rechecks the work, you
chris_1_06-17-2025_1234 (16:01):
Mm-hmm.
alex-fender_1_06-17-2025 (16:02):
don't, I don't understand why there's,
like, what we did in themilitary was inspections and so
I just plan inspections or go inand inspect things and then, and
don't, don't expect what youdon't inspect.
That's something I absolutelylearned, you know?
And.
If people are telling you, youknow, typically your sales
team's telling you they're badleads, okay, well, let's go
verify the marketing data, butdon't tell me they're bad leads
(16:25):
if there's no freaking notes inthe CRM or if you're not
executing any sales entry, or totell me, like, quantify why it's
a bad lead.
So there, there's lots ofproblems in there between co.
The, the, the, oftentimes it'sdigital base should be collected
in A CRM.
The report should be automatedand built and integrated
together.
(16:45):
And these companies, they neverintegrate the data correctly.
That's the other thing is sothey're trying to match or draw
conclusions on reports, but theynever the data correctly to
begin with.
So the reports are never gonnabe accurate.
They're just never trying.
How much sales success you havefrom a campaign id, and you
(17:06):
don't track the UTM values, orthey don't integrate it
correctly, or the webmasterdoesn't do their part, and then
the database admin doesn't dotheir part to sync it in the
Salesforce field correctly, soit doesn't show up into
Salesforce or you have to tie inlike three other freaking tools
to make it work.
I mean, it just, that's, that'swhat the norm is.
chris_1_06-17-2025_123414 (17:27):
Do.
How often do you come across acompany doing it right?
alex-fender_1_06-17-2025_ (17:32):
Like, it's so rare.
It's so freaking rare.
Um, like not that often.
Like once
chris_1_06-17-2025_123414 (17:42):
a year maybe.
Okay.
Once, so that one a year.
Why are they doing it right?
Does someone, they have like adata analyst on, on staff that
could, I mean, right.
Feel like someone has to ownthat whole ecosystem of
information.
'cause if it's not, and you, itis all pared out the different
departments, no wonder, youknow, you can't get three people
to agree on a plan half thetime.
(18:04):
You like even get two people toagree on a plan.
What, what are they doing?
What, what, what was doing itright look like besides hiring
your company?
alex-fender_1_06-17-2025_1 (18:12):
This is a great question.
In the military, we, we fightmissions and we fight missions
to win.
And the missions have anobjective.
And part of the mission is notto kill off all your mi your
troops or your personnel, right?
And so you go to war, you go tobattle or, or it doesn't even
always have to be a fight.
Sometimes we go fight missionsto do like humanitarian work or
(18:33):
build something.
But you have a common objectiveand people work together towards
that common objective that'svery clear.
And there's a leader that candrive that.
And then that's what's, what'softentimes is missing is there's
oftentimes somebody clearlydriving that objective, Hey, we
need to gather these people.
We need to do this work.
(18:53):
We need to accomplish this.
It's just the military is verygood at that.
And then on the civilian side, Isee projects, especially like at
IT projects, IT projects have areally high failure rate because
they're never on freaking timeor they never accomplish the
business objective, or they'reso far out scope or budget that
(19:17):
there's just like, sometimesthey pull the project because it
just doesn't work, doesn'tdoesn't business.
And then here's the other thing.
This shit changes so fast, man.
It's like changing so fast.
So we have tools that are set upand working on Google APIs and
(19:38):
everything was last, and youknow, and there's this.
Agile method, or you have to beable to ideate and build and
then unbuild rebuild and thenjust this constant keeping up.
Or at some point there's thismaintenance phase of it.
(19:59):
So it's, it's really hard.
I mean, you have to have somepeople that really know how to
drive this through technology.
chris_1_06-17-2025_123414 (20:06):
Yep.
And, and you know, anotherobservation as you were talking,
it made me think about, again,it's just kind of the corporate.
Mindset of decision bycommittee.
Um, I've always struggled withthat because, you know, well, I
guess one of the benefits of adecision by committee, when it
goes wrong, there's no oneperson to own it, you know?
(20:27):
But in the military, whoever thesenior rank and personal site,
they were, they're responsible.
Even I don't bottom line who,who's in charge here?
That's, we still hear that,right?
Who's in charge here?
Who?
Who's OIC or who's N-C-O-I-C?
Uh.
You know, so if you're listeningand you're the, and you are the
senior person in your company, Igo as far as say what we're
(20:49):
talking about.
It's up to you to fix it.
Someone has to make a decisionthat we're not gonna live with
bad data.
We're not, we can't report,especially our board of
directors, you're publiclytraded.
Ouch.
I mean, we've seen a lot of CEOsand C levels lose their job
because of making decisions onbad data, right?
So, uh, you know, what's theother, Reagan have the saying or
(21:09):
trust, but verify.
You wanna trust your analyst,but.
Prove it to you, right?
Just like you do with yourcustomers.
alex-fender_1_06-17- (21:16):
Reconcile, inspect, check and recheck or
ver, I mean verify, and thenlike it's just like it's not
done once a year.
It should be done more oftenthan that.
I mean, especially when you'respending.
You know, millions of dollars onmarketing to send to
salespeople, and then you'reholding, you're, they're held
(21:37):
accountable to a quota.
But then like the marketingpeople are held accountable to
nothing.
Sometimes they're heldaccountable to nothing, but then
they're so, they're so, theydon't, and they don't know, or
it's not, they, it's amazing howmany times they say it's not
their job or.
I'm, I'm the web, I'm notresponsible for leads or I'm not
(21:57):
responsible in the sales.
And that's where, that's where alot of leadership fail.
Not lining the troops to acommon goal and then supporting
them with the correct technologycomponents.
Here's the other thing, man, Ijust, I just lit up one of the
phone companies, uh, not longback.
(22:17):
What they do is they stack shitupon shit, upon shit of process
and.
Force their customers to gothrough it.
And then the customers are justlike, good grief, I'm not doing
this, or This is ridiculous, youknow?
And they start the journey, tryto sign up, and then very
quickly they abandon it and say,this sucks, or this company
sucks and there's no way I'mworking with them.
(22:38):
You know?
So that's, that's another commonaspect where they put all of
these either processes ortypically technologies in place,
you.
Enter your data in through an,uh, a, a VA that's overseas, and
then a salesperson might callyou back in like five to seven
(23:00):
days from now if you're lucky.
You know, and it's just kind ofridiculous what some of these
companies put together and thenwonder why their sales funnel
sucks so bad.
It's because it's not designedfor speed or customer
satisfaction or, or designed tofacilitate a seamless.
and easy transaction Normally.
(23:20):
Normally they're doing a lot ofpain in the ass things and we
have process and all.
chris_1_06-17-2025_123414 (23:31):
Ease of doing business.
I mean that everywhere you,every industry, every customer
engagement, that's what we allwant.
Everyone wants it easy.
You make it complex, painful.
I'll find another way.
I'll, I'll find someone else.
Or maybe I just won't make thatdecision.
I won't do that by decision atall, possibly.
Um, gosh, man, you're so, yousee a lot.
alex-fender_1_06-17-2025_ (23:52):
speed is a weapon, you know, and
speed.
You can defeat them oraccomplish the mission quicker.
It's kind of the same thing incustomer service.
The faster or the faster thesalesperson can keep the
customer happy and make themhappy.
That's how you win and that'show you can dominate over your
(24:12):
competition because oftentimestheir leaders or people aren't
thinking of, how do I leveragespeed to make the customer and
then get paid faster?
Profit faster?
do speed do reduce latencyimpact?
These other things or measurecustomer sentiment through AI
tools and then measure how happythe customers are.
(24:34):
And then to sales velocity orthe, the speed is a weapon and
it's completely not used orunderstood with analytics or
predictive analytics.
In most companies, they don't,they don't, they're not even
tracking ROI correctly, sothey're not getting to velocity
or forecast or predictionbecause they're still stuck at
level one and level two of howdo I collect the data and what
(24:54):
does my data mean?
It's real, real interesting,like you'd think we're way, we
should be way further along inthis because it's where 2025,
but like it's still very, veryfew companies are putting these
things together, but the onesthat are just like lightning
fast compared to others and theothers are still, you know,
really stuck back in like earlytwo thousands thinking of this.
chris_1_06-17-2025_123414 (25:18):
You know, I, I have a theory on
that, Alex, and, and, um, thissounds a little bit ageist, I
guess is the right word.
I mean, I'm obviously we're 50,been around for a while, got
some gray hair, but I, I took alot of business leaders.
Um, if you're not in tech and,you know, you, you kind of came
up in that seventies andeighties timeframe and you're in
charge.
Yeah.
It's like, why would I needthat, you know?
(25:40):
Business was built off aclipboard and a calculator.
We could, and you know, now wehave Excel.
Woo.
That's our, that's ourtechnology.
As about you said, so, you know,you gotta wonder if in the next
decade or so, uh, obviouslythere's a lot of entrepreneurs
and a lot of business people intheir twenties, thirties, and
forties.
But, uh, and especially that, Ithink that thirties group,
right?
(26:01):
I mean, they kind, they, they'venot known a time where there
wasn't internet.
They haven't known a time wherethere wasn't.
Uh, you know, some type ofsoftware, smart device.
Uh, so you, you, it, it isinteresting.
Will there be a time where it'sjust gonna flip where a business
leader in charge says, I expectsoftware to be driving this
outcome and not you.
(26:21):
And a manual process with 10different versions of a
spreadsheet and, you know, 1.02,I mean all these different
versions.
Um, what do you think?
Does that make sense?
Do you think that's possible?
alex-fender_1_06-17-2025_1 (26:32):
Man, I am reading business plans and
I'm hearing investors speakabout how they're looking at org
charts for new companies thatare getting pitched to them.
They might have like one or twoor three founders in it.
And then in the org chart, it'snot personnel, it's it's agents,
AI agents, or Devons.
(26:53):
And so they're saying like,director of marketing, this bot,
director of sales of this bot,director of customer service,
this bot.
And so you have what's calledDevons AI agents.
Is is what it is.
Um, I, I'm seeing a lot ofdumbass ai, customer service
stuff, but I'm seeing a lot ofit be really, really intelligent
(27:13):
or work very effectively.
So it just takes, it takes somehumans.
There's called unsupervisedlearning or supervised learning.
You have to supervise it andguide it and like reinforce it
or keep training it to make it.
Humans notoriously do really badat work consistently, and.
(27:37):
Why not?
I mean, but it's not, you can't.
You have to, what we're seeing,we're using it daily.
This is what we're seeing.
you have it, the tool put in theright hand.
It has to be like with thecorrect business leader or
architect and developer, andthen you deploy these, these
bots or these agents together.
It can be very impressive withthe outcomes, but we're.
(28:03):
When people try to do it, lay,lay business person not knowing
the technology or not knowingthe coding or development
aspects of it, they can hack itor duct tape it together and
they, they think it works, butit kind of crashes and burns
pretty quickly and you're seeinga lot of companies do that.
One of these companies wasfreaking completely fluffing it
and having, you know, Indiantech support.
(28:34):
It, it doesn't always workbecause they're, they're not
building it correctly and ittakes like the really, really
great engineers to bring ittogether.
That's what I'm seeing.
It takes like a couple greatengineers and that's where
companies don't have it.
They're not trained in it, andso they're like, their webmaster
becomes the freaking AI guy orsomething, you know, or, um,
(28:56):
worked on a recent project.
The project was, uh, APIproject.
They failed at it for months andmonths and couldn't get it done,
and we were able to get it donein like four to six weeks, where
previously it had been stuck,you know, for months.
So these AI agents can't figureout everything.
But I think you're gonna seethis, this in new company
(29:17):
structures quite often wherepersonnel are replaced with
what's on the org chart isessentially a bot with that
function.
chris_1_06-17-2025_123414 (29:26):
Wow.
Is anyone supervising that bot?
Like anyone fact checking it?
I mean, is that, it seems likethat's my thought.
alex-fender_1_06-17-2025_1 (29:35):
They
chris_1_06-17-2025_123414 (29:35):
be.
Yeah.
Yeah.
alex-fender_1_06-17-202 (29:37):
they're probably not, probably not, you
know.
chris_1_06-17-2025_123414 (29:40):
Yeah, copy and paste.
Copy and paste it.
There's a whole, whole newmeaning of copy and paste now
that, uh, take, you know, takingAI output, not fact checking it,
just using it as your ownoriginal idea.
That's, that's dangerous.
But again, I, I'm a contentcreator.
I use AI all the time, but I useit as a tool.
It's not my end all be all.
I've, I've always fact checkedit.
(30:01):
Make it my own change words.
'cause I always use words that Iwould never use.
Uh, that's always like a redflag.
You can tell when someone's copyand pasting, you know, Chad,
GPT, not you not making it theirown.
Hey, Alex, one of the questions.
So who, who, who's mostly makingdecisions to go with your
company?
What level?
I mean, who, who are you talkingto at a company that will say,
(30:21):
yeah, we want to do businesswith you?
alex-fender_1_06-17-2025_11 (30:25):
Um, for, for the most part it's
gonna be mid-level management tosenior level management or
executive management.
Um, we're dealing, uh, we're, wework with companies all across
the country.
We do a little bit ofinternational, we've done
international for some time, butwe're primarily North America.
And then we.
(30:50):
Often all the time.
And then, um, it depends.
We, we, we do three things.
We do marketing, we have thesoftware, and then there's the
other technology aspects.
So it just slightly depends onwho's coming in or contacting
us.
Um, we had one interesting last,a few weeks ago.
Uh.
(31:11):
in for our phone service thatdoes phone tracking and
recording and sentimentanalysis, and the sentiment
tracks how positive or happy thecalls are.
And it was a property managementgroup, so mid-level managers,
they saw the demo, so they wereinfluencing, or the owners of
this.
(31:34):
Complexes, it was their midlevelmanagement, reaching out to
marketing.
Um.
Other times it's executives orvice presidents at bigger
companies that are, you know,having real large marketing
budgets, like 20$50 millionmarketing budgets, and they're
(31:57):
trying to expand sales teams andleads and things like that.
So just there's, there's a rangethat we work with.
Not so much startups anymore.
Um, they're well fundedstartups.
We do some of that, butdefinitely no nonprofits or no,
no government or.
chris_1_06-17-2025_123414 (32:13):
Yeah.
How do you, you mentioned ROIand, and I, I do believe in that
too.
It's like, if we're gonna do it,let's make sure there's a
benefit, there's an outcomethat's beneficial to the, to the
company, and that's ultimatelywhy we're all here.
Uh, how, how do you show an ROIto your customers?
Are they, is it, is it a, isthere a pla a dashboard or is
there some metrics you show themthat, Hey, since we started to
(32:34):
where we are now, you're earningthis much more?
Is.
Is that, is that a thing foryou?
Does your customers expect youto help them show that?
alex-fender_1_06-17- (32:41):
dashboard.
As soon as you sign in, it's thefirst thing you see.
How
chris_1_06-17-2025_123414 (32:46):
I.
alex-fender_1_06-17-2025_11 (32:46):
did I spend?
How much did I make?
How many leads are on deck?
What's quality?
And it is like there's core setof metrics that you need to
know, but you need to know howmuch am I spending, how many
sales are coming in, how muchrevenue should be coming in from
new sales, total revenue orrecurring revenue.
(33:07):
However, we're tracking this forthe funnel, right?
So those are five in like thefirst five columns of the
dashboard.
2, 3, 4, 5, right there.
And then if it's set up right,there's another's, all the at
end O.
So this sales projected into.
(33:31):
How many are qualified, yourclosing rate, the days to close,
or basically a sales forecast ora sales projection.
So you're bringing in leadstoday, but they're not closing
today.
They should be closing in thefuture.
So if you run predictiveanalytics, that would be the
final aspect of it.
So, so we have that built in,and then we have a funnel report
that shows the customer journeyand it shows how many customer
(33:55):
and.
So to the word, how much did youspend on the word, and then how
much is that word making you inleads and sales?
So I mean, it can be drilleddown to that specific, or to the
page, or to the campaign, or tothe ad id, and you can get
really precise with what yourROI is on, on your digital
(34:16):
assets.
chris_1_06-17-2025_123414 (34:18):
Have you ever come across a prospect
that just wasn't ready for you?
I mean, they just, they didn't,everything was done on
clipboards and paper.
Maybe.
I mean, I mean, if this, iftheir ecosystem's not digitized,
it's probably hard for you towork with'em.
And, and is that like a, I mean,every, every Met customer, a
customer, like, yeah, I don'tknow if we can help you'cause
you're just not ready.
You're, you're so messed up.
alex-fender_1_06-17-2025_11 (34:39):
You know, it's all the time.
And I had one, and it was crazyto me.
It was a marine company, amarine owned company.
He and we connected and it wascrazy because we had really
great successes in his industryand we knew exactly what to do.
And I could tell in the process,in the, in the contracting or
the agreement process, I waslike, I don't think this guy's
(35:02):
gonna do it right.
And just based on how he waskind of talking.
So I actually wrote into thecontract like three different
bullets and said, you must dothis.
You must do this, you must dothis right?
And this is what it was.
It was very simple.
Very simple requirements forsuccess here.
(35:24):
You must give us your webmastersaccess and support, and we must
be able to make updates to yourwebsite.
And it wasn't anything crazy.
It was very simple.
That was number one.
Number two, you have to trackyour leads and you have to
verify or give me a report or ameasurement of the leads, like
you have to track your leads andput it.
(35:50):
I can't what the third thingwas.
And I did a pilot with him for90 days.
And then, you know, they made,this was the other thing.
Oh, I remember what it was, man,it, I told him not to do this
(36:12):
too.
said, uh, he gave me thefreaking rookie new hire that
had no training, never been inthe industry, and then he, he
stuck them over on our projectsuccess.
Give me your best guy to workwith.
Don't give me the FNG thatdoesn't know anything yet,
(36:34):
that's trying to do the, know,on the job training, learn as
you go.
And so sometimes man, they justdon't put it together right on.
Like, I told you exactly whatyou need to know, like marine to
marine, and he still wasn'twilling to listen.
chris_1_06-17-2025_123414 (36:50):
So people are just aren't, yeah,
they don't want your help.
Or people want an easy buttonand you know, anything worth
doing, it's gonna take effort.
I mean, you like, you know, youcan get a personal trainer.
Which I, I, I keep saying I wantto do that, but, but I haven't.
I should, but if I had one, Iknow I would.
Well, I'm paying for it.
I want an ROII, I wanna see areturn on it.
Just to having a personaltrainer is not gonna make me in
(37:12):
better shape.
I still gotta show up.
I gotta eat right.
I gotta put the time in.
That's interesting.
I'm an advisor to advisors andI've talked to a lot of folks
and.
And, um, I, I can hog, I'm bluein the faith face, but if, if
someone's not willing to changetheir behavior or at least
contribute and show up and puteffort into it, there's no point
in us talking honestly.
(37:32):
Right?
I mean, so it's probably thesame for you.
There's no point in calling youunless you're willing to
acknowledge you're not doing itright and you're willing to make
some changes and, and follow aplan.
So
alex-fender_1_06-17-2025_11 (37:41):
One
chris_1_06-17-2025_123414 (37:41):
it makes a lot of sense.
alex-fender_1_06-17-2025_ (37:42):
tools that we use, that we built, uh,
back in like 20 that we stilluse like every day to is uh,
call tracking.
Call tracking and recording, andthen we've added a few tools on
top of it, the transcription andthe sentiment analysis so you
can analyze the conversation orbuild reports quicker.
But, um, it's call recording andlistening to how your employees.
(38:08):
Talk to customers or how yourcustomers talk to your company
in what you hear in these phonecalls can be just absolutely
revolutionary and change.
But what's crazy is sometimesyou present a call recordings to
people and you show'em wherethey're doing a bad job and
sometimes they just get it andthey go.
(38:29):
I shouldn't have said it likethat, but
chris_1_06-17-2025_123414 (38:31):
Yeah.
alex-fender_1_06-17-2025_ (38:31):
times you show'em calls that were
like, really handled poorly andyou're like, you can't talk to
customers like that.
Or You can't do it like this.
And then like blind droppingcalls or parking calls on hold
for too long, or just bouncingcalls.
Like that's a, that's a commonone, you know, but it gets
pretty, it gets pretty crazy inwhat we hear in the call
(38:52):
recording and so.
Powerful and probably one of themost underutilized management
tools that I see.
But the companies that use thator do quality control on what
the, the customer interactionsand measure the customer
interactions, man, they get waybetter outcome.
(39:12):
But the call recordings, man,that's, that's probably one of
the best, most powerful tools touse for marketing, sales,
customer service.
Accountability, like branding,you know, like reputation and
then even website content orwhat your customers are calling
about.
And then sometimes evencompetitive reviews because
(39:33):
they're calling in telling youstuff that you guys and thing
know.
Shoulda in.
chris_1_06-17-2025_123414 (39:52):
And, and that's a feature of your
service then, it sounds like,right?
I mean, that's what you provide
alex-fender_1_06-17-2025_1 (39:57):
It's something that's built in, it's
definitely
chris_1_06-17-2025_123414 (40:00):
in.
alex-fender_1_06-17-2025_113 (40:00):
on the marketing side for marketing
quality control.
It's also used on the salesside, like how, how are our
leads doing, or how many leadsare closing or what's happening
on the sales side.
So we use it as quality controlto measure marketing
effectiveness, and then thesales follow up and how sales
does.
chris_1_06-17-2025_12341 (40:17):
That's a very interesting, well, this
has been a fascinatingconversation.
I know we were just gonna kindof, uh, scrape the surface of
it.
Uh, definitely if you'relistening in, you're interested
to check the show notes.
I'll have links of how to get,uh, in touch with Alex and his
team at, uh, funnel Science.
I.
Alex, last question.
Uh, you know, is there anythingyou wanted to cover we didn't
(40:37):
hit on, or any last words youwanna leave us with?
alex-fender_1_06-17-2025_1 (40:42):
Hmm.
You know, uh, always be testing.
That's one, that's one thing tobe focused in on.
Set up a tool measure, have thecorrect measurement or quality
control piece, and then alwaysbe testing and then test and
verify and just keep measuringand
chris_1_06-17-2025_12341 (40:58):
Always be
alex-fender_1_06-17-2025_1 (40:58):
your
chris_1_06-17-2025_123 (40:59):
testing.
Yeah, well of course we all knowalways be closing, but I like to
always be testing.
That definitely has me thinking.
Um, I.
Very interesting.
Yeah, that's, that's a good one.
Well, uh, thanks for yourservice.
Thanks for your service tocommercial industry and, uh, you
know, the, the business world.
I think that's, it's fascinatingthat, you know, so many smart
(41:21):
people do start great businessesand they make a lot of money,
but it gets to a point whereit's kind of, uh, like that
Peter principle.
They, they, they raise to theirlevel of, uh, incompetence in a
sense.
And they, and they need help.
And a lot of'em, the egoprevents them from asking for
help.
Ask for help.
There's nothing wrong withgetting help, uh, call it
assistance if you'll, you getsome assistance, uh, guidance, a
(41:41):
backup support, whatever it is.
Um, Alex, thanks a lot formaking time.
Thanks for sharing your storywith us today.
I, I appreciate it.
alex-fender_1_06-17-2025_1 (41:51):
Have a good one.
Great meeting with you.
chris_1_06-17-2025_12 (41:53):
Likewise, likewise.
There you go, folks.
Another episode of The WirelessWay.
And as always, if you heardsomething.
That resonated.
Something that, uh, you think acolleague or a client or a
prospect of yours might beinterested in, please share this
episode with them.
You can always go to thewireless way.net.
Uh, it's a website for the showand you can hit the contact us
(42:15):
button and, uh, provide feedbackor, or suggestions or.
Just, just check in, you know,just check in with me.
I'd love to hear from you.
Uh, a lot of great episodescoming.
Uh, man, just, it's been a busysummer already for the wireless
way.
A lot of great episodes comingyour way.
So, uh, thanks again forchecking it out and we'll see
you next time on the WirelessWay.
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