Transcript
Introduction to Systems
[0:00] We use systems in a lot of big terms, ecosystems, government systems, school systems, religious systems, systems of thought, right?
But then when we get down to our individual life, we’re like, systems don’t matter to me. Welcome to the Owner’s Pride podcast.
I’m your host, Dan Williams, Dan E. Williams.
And yeah, usually I say the E stands for ecowash, the drought tolerant, eco-friendly way to wash your car with just a little bit of water.
But today I’m going to say it stands for Owner’s Pride X, the ceramic coating and OPX light that you can get and do your own car yourself or go to ownerspride.com, click on find an installer, find a professional detailer to come take care of your car.
Oh yeah. Today, I have a special guest.
This one’s a special guest because her name is Ashley Berghoff and she is the author of Eureka Results, a really killer book that I just digested over the past few weeks.
And it is about actually getting results and kind of solving that problem of getting everything done about 75%, which seems to be a problem that all businesses have.
[1:07] And she’s also a Fix This Next certified advisor, and that is where I met her in the back pages of Owner’s Pride.
I mean, of Mike Michalowicz’s Fix This Next certified business coaching.
Ashley, how are you doing today?
I’m doing all right. I’m really excited to be here. Awesome.
Awesome. Well, thank you so much.
[1:30] It’s neat that you are a certified Fix This Next coach.
When did you step into that role? And what kind of made you choose to go with Mike Michalowicz?
Yeah, you know, it was January of 2020.
I was very excited about that year, because I didn’t know what was coming for me.
And it was around the time that Mike was preparing to to launch Fix This Next.
And I loved the concept. I had the opportunity to come in as kind of one of the founding certified members.
And so I wanted to bring that on as a tool and as a branding element and have been certified ever since.
Scaling Operations with Squared Online
[2:09] Excellent, excellent, excellent. Okay, you are the founder and CEO of Squared Online.
Can you tell me a little bit about Squared Online, how you started that company, and kind of what you do? And then we’re going to get in the Wayback Machine and get a little crazy.
[2:26] Yeah. So our team kicks agency owners out of their operations so they can scale.
We want to come in at the point where people are, they’ve gotten as far as they can get on pure grit and the ability to sell something and know they need to actually build an engine for growth, right?
Bringing that actual kind of operational structure and efficiency and performance in.
And so that’s what we do. I started it back in 2017, started out as an operations manager myself, just kind of getting into clients’ businesses and getting things done, and then iterated and evolved that over the last six years to where we are today.
Okay. When you say agency, what exactly do you mean by agency?
Yeah, I use it as a shortcut term, really for people who are, they’ve owned a business and they’re now wanting to expand it beyond what they can do themselves.
Themselves and usually what I find is that people kind of start bringing in contractors and people to help with some delivery stuff first and then hit a point where it’s like okay I actually need to bring people in to the inner nucleus of this business where I’m not running it by myself so that’s kind of the stage where people are making the transition from, I’m a lone wolf this is a one-man shop to I want to build something bigger than me.
[3:45] Got you. That very, very much resonates with a lot of the people who listen to this podcast because it’s a lot of micro businesses and, you know, very small businesses, maybe one or two to six employees.
[3:59] So it’s going to be really, really good insights. Okay, here we go.
And this one, a lot of people who are not from the world of auto detailing don’t see this one coming so much. But let’s jump into the Wayback Machine and go back to a time earlier in life.
And I want you to tell me, because we are a car detail chemical company, your very first memory of ever washing, detailing, cleaning, or doing anything like that to a car?
Oh, that’s an excellent question.
And the first memory that popped into my head will probably make your audience squirm a little bit. my first car when I was 16 was a Volvo that was as old as me.
And the and I don’t know cars very well.
But the fabric that kind of covers that little bit of foam on the inner roof of the car had come off.
And so there was just this open area of foam in the whole backseat of the car.
And people would go with their fingers and put their name in or a little smiley face or whatever shapes they wanted. And it was one of my favorite things about the old car.
So that’s in some ways the direct opposite of washing and caring for a car but it added a lot of personality and i loved that car and now you probably also scraped some uh some stuff into that headliner what did you scrape into it.
[5:24] That’s a great question. I think I was very intent on having a good signature at the time.
I kept practicing, like, what’s my signature going to look like?
I’m all official now. I have a bank account. I’m 16.
So I think it was like my little initials that I was trying to make cool and interesting.
Interesting awesome and so before that you started scraping words into there and hieroglyphics um did did you get to play with the uh the swoop back you know the whole thing kind of hanging down and sitting on your head and then you had to rip it out or was it already gone when you got the car that’s a great question i think it it definitely came off slowly and so there was kind of the hang but i am very i need things to be organized so i got it all, cleaned up yeah i’ll be quite honest with you my 1980 sunbird that i had my very first car did the same thing and um i ended up going to the junkyard and getting one that was made out of more of a hard material from a car in a junkyard and i put that one in there.
[6:25] See i’m not mechanical but i was i did a good job figuring it out yeah that’s amazing even i’m surprised about that one even i grew up right next to a junkyard never went over there the The owner was mean, but we drove by it every day. All those cars. It’s always kind of fascinating.
Don’t you think that you kind of have to be a little bit mean?
Like if you’re a junkyard dog, his dog was mean too. I know. Oh, yeah. Oh, yeah.
You don’t want little kids running around and rummaging through your stuff, right? You want them to stay away? We did.
Okay. So let’s talk a little bit about maybe were you in sports as you were a kid and growing up?
Childhood Sports and Lessons Learned
[7:09] Uh, hesitantly. I was the kind of kid who quit soccer when I was 12, because my coach was too mean. And looking back, he probably wasn’t even that mean.
But I played, I went to a very, very small school, there were four people in my class. So sixth or eighth grade was all together in junior high.
So we all had to play sports for any sport to exist.
And so we all participated, including Including co-ed sports.
So I would play against boys, junior high teams and get creamed in basketball.
I’m 5’10”. You’d think I would be good at it. I’m not.
At least I wasn’t at that time when I grew four inches in the summer.
It was an awkward time. I quit before high school started.
[7:51] Okay. So I guess I was kind of going to go for like, did you learn any lessons that you carried over into business?
No, not if you quit when you were 12 years old because the coach which was too mean. You’re like, yeah, what I learned was if somebody hassles me, I’m going to go do something else.
Fair enough. That’s a good lesson. Okay. Well, what else did you do?
Were you in some other kind of clubs or business clubs or theater or anything?
Yeah. The most unique thing I did as a kid is I was a rancher’s daughter and was in 4-H.
So anyone listening in a rural environment knows 4-H, but I did all the things.
I showed horses, my cat, I quilted, sewed, did a bunch of stuff with 4-H.
But the big thing that I loved was I had a horse from the time I was eight until I was 22 or 23.
[8:42] And that was just a big part of who I saw myself as and kind of my small town identity growing up in Wyoming.
And it was important to me. So that was kind of my thing when I was a kid.
Awesome. And very similar. Tons of responsibilities. I just kind of spun it in the wrong way at first, I guess. Yes.
[9:03] So what kind of lessons did you learn taking care of a horse and doing all of those activities in, you know, the 4-H group, which is really, really cool, that have kind of carried over through your schooling and through your career?
Yeah, that’s a really cool question. That’s not something I’ve thought about recently.
But the thing that really pops to mind for me is my horse when I was young, her name was Baby.
She was an Arabian, which is one of the more spunky breeds.
And she did not respect me when I was first learning and figuring things out because I wasn’t assertive.
And I didn’t tell her what I needed. And I didn’t lead her. And so she didn’t respect me. She backed me off multiple times. She rolled me off once.
She was not having it. And as I grew up, and got a spine, got confident, learned how to kind of show up in the way that I I wanted to show up, we ended up getting along great.
And it was just a really helpful lesson for me of kind of learning how to.
[10:04] Be willing, A, to push through to that point where you feel really confident and show up and kind of ask for what you need and that sort of thing.
And that served me really well as an entrepreneur. So I’m grateful to that old girl.
Awesome. Awesome. That really is cool.
You had to reason with a critter.
Yeah. But you finally got, you finally figured it out and made the horse submit, I guess.
Or yeah, kind of get to a point where it’s like, okay, finally you deserve to be my boss because before you did not, you know, she still liked to mess with me, but we got it to work.
All right. So we’re in Borough, Wyoming. We’re on a ranch.
First Job at Western Builders Supply
[10:48] What was the first, I feel like I already know the answer to this, but maybe not. What was the first job that you had where you started making money?
Oh, uh, actually, so we lived in Montana at the time we moved right before I started high school.
I worked at a place called Western Builders Supply. It was a fastener’s warehouse.
So I was in the office there. And one of my main jobs was calling all of the hardware stores that were delinquent paying their bills and asking them to please pay their bills.
Handling Delinquent Payments
[11:17] And I’m sure they loved getting those calls from a 16-year-old girl.
[11:22] It was a great job. My boss was very eccentric and very generous and gave us a lot of free reign to learn and figure things out and it was a great first experience for the most part 16 year old girl calling people to shake them down give me the money or we’re gonna we’re coming out and I’m gonna break your leg I’m sure it was much more like hey, How would you feel about maybe paying it? Question mark.
All right. So you went to school and you got a degree in English, a bachelor’s degree.
Were you thinking of being a teacher? I don’t know what else you get a degree in English specifically for unless you’re going to be a writer or a teacher and you became a writer. So you got one of them.
[12:12] Yeah, honestly, I didn’t see the writer thing coming and I definitely didn’t want to be a teacher.
I was undeclared my first year in college, and I graduated college with no idea of what I wanted to do with my life.
I picked English because I loved it. And I actually have no regrets.
[12:28] Because the ability to think critically, the ability to communicate clearly, to take information from a variety of different places and synthesize that into something useful has been the number one thing that bosses over the years have mentioned about me as something that was useful.
In the roles that I had and is one of the most important things that I use today.
So, yeah, they always have the jokes of like, you know, what does an English major say after graduation?
And it’s, do you want prize with that, right? Like, it’s kind of a reputation.
And for good reason, to some extent, right? Like, if you get a nursing degree, they kind of know what you can do for them at a baseline, right?
Like, they know that you have the skills that they need to do the job and an english major looks a lot more like selling why my background is useful right and so my first major job out of college was an unpaid internship i did that for over a year, before i got a paid job i had to kind of earn it over time it wasn’t easy all right so you’re standing there with your bachelor’s of english and you’re like this internship is pretty darn cool Cool.
Transition to Business and Mike Michalowicz
[13:37] Just riding a horse. So then what was the catalyst that made you say, okay, I’m going to go get a master’s degree and then like hyper fous in on business for your master’s degree?
[13:49] Yeah. So I actually wanted to get into international development work.
That was the, I worked with an anti-trafficking NGO out of college and, you know, coming back from that was wanting to see if there was a future for me in that space.
And everyone I talked to told me I needed to move back to DC and I neded to go back to grad school.
[14:10] But a lot of people I talked to who got international development degrees needed to go back to grad school again for a law degree degree or business degree to be competitive.
And I did not want to do that. I did not want to go twice once was plenty.
So I picked business and just went straight to that and wanted to get a bit of that international development background alongside it if I could.
And through that ended up with the idea to start my own business and start my own business right before I graduated.
But yeah, I knew I wanted to be in operations and project management.
I’m a nerd that way. But I just switched the.
[14:46] I guess, the expression of it through the course of going back to school.
Okay. And then what was the first business that you started?
So it was A Squared. I started that really as a souped-up VA.
I never called myself a VA, but that’s what I was.
So that’s what I was at the beginning. So it’s been that business this whole time. I think we’re just over six years now.
Just what we’ve offered has shifted and elevated over the years in terms of where we hang out in the operations space.
But that’s been the one. And I have a software idea I’m really excited about launching this year.
So that’ll be my second business that I’m going to try to start alongside what I’m doing. We’ll see how that works.
Awesome. And when you say VA, do you mean virtual assistant?
[15:35] What kind of stuff do you guys handle as far as a virtual assistant goes?
I’m super, super were kind of curious about getting maybe somebody overseas to do a whole bunch of like social media stuff for me.
Starting A Squared as a Virtual Assistant
[15:47] But what kind of stuff do you guys actually do for virtual assistants?
Yeah, well, I’ll have a bit of an unpopular opinion here, which is that as someone who’s been in this space for a while, I actually tend to advise people away from hiring a VA as their first operational hire because you might be an exception for this.
This is where I say a virtual assistant can be really useful.
If you have a deep deck of repeatable, super clear, really well-defined work for them to do, a virtual assistant can be great.
So as someone who hosts a podcast, there’s a lot of opportunity in there to get virtual assistant support.
So that can look like, hey, on Monday, I need you to set up the episode page for this week. On Tuesday, I want you to get the file to the editor.
On Wednesday, I want you to remind this week’s guest that they’re going live, right?
You know, the different things that go into running a podcast. There’s a lot.
You don’t need me to tell you that, right? There’s a lot that goes into running a podcast.
And so a virtual assistant can be great for that.
[16:50] But for a lot of small business owners who are thinking of their first operational hire, they don’t have time to manage someone.
They need someone to come in and pull things off of their plate rather than kind of sitting back and saying, give me something to do, slash teach me how to do it, right?
They need someone to come in and kind of lead that side of things and say, hey, why are you doing that? I’m going to take that.
Or this is what I need you to do this week. Or, oh, this is where you want to go? Great. I’m going to make a plan for how we get there, Right.
So I recommend usually for people making their first operational hire to think more operations manager, fewer hours of that person’s time.
Like you don’t need to. And that can help make the budget make sense.
But that’s usually much more helpful than going overseas for a virtual assistant for a first hire.
But like I said, a good exception to that would be if you do have a lot of kind of repeating, well-defined work where there’s not a lot of decision making needed, there’s not a ton of variety in it, that can be a great opportunity to get some support for that stuff. And you can find good people to do it.
Clients and Focus Areas for Squared Online
[17:56] Okay. Okay. Well, so what kind of businesses typically are coming to you through the Fix This Next kind of program and working with you through Squared online?
[18:09] Uh so this is all on me i haven’t used fix this next to promote much for a while it’s still there you can see the pyramid behind me here i still love the framework i still have it kind of built in as something that i want to work with my clients on but it hasn’t been something i’ve kind of made as the tip of the spear uh lately um the types of clients that tend to work with us now now are marketing agencies, right, with a team of writers and people like that who are wanting to grow.
But we have a consulting team, we have a psychology practice that we work with that has just a lot of operational stuff they’re trying to figure out.
[18:57] I’ve worked with a landscaper, that was a really fun project, a radio data company.
So there’s a lot of variety, but the the when we go out and market, we’re usually speaking to kind of those B2B agencies, like marketing agencies.
So I don’t know if this is like across the board for businesses, but these marketing agencies, I mean, oh, my gosh.
First of all, these in my industry anyways, there are like carnival barkers.
And I feel that a lot of them really kind of rip people off. And it’s brutal.
And it’s these guys who are going, come work with me and I’m going to 10x your business in 10 days.
You’re going to have 10 million Lamborghinis and $10 million.
And they just like, like I’m saying, carnival barkers.
[19:51] And then what they do is they take a significant amount of money for people, but they only kind of get them some leads coming in.
But don’t work so hard with them on the sales process and the closing and like the, like the holistic thing of what you’re going to do.
You can give somebody a thousand leads a day, but.
[20:12] If they don’t know how to, you know, properly run a sales funnel and kind of work those leads, they’re just nothing.
And I feel a lot of people get, unfortunately, taken advantage of, you know, also kind of like life coaches.
And, you know, a lot of people who have no credentials are stepping into this space.
And so I always tell people, hey, you know, do your due diligence before you give anybody some money.
But so since you guys work with a ton of marketing businesses.
And I’m sure that I’m not setting you up to say like something negative about them.
But do you see sort of kind of what I’m saying in some of them that come to you as as their marketing ploy that they’re setting up and kind of how?
How do you work with them to mold a positive message that that’s workable and realistic?
[21:08] Yeah, that’s a really really great question. And I, I don’t know, I’m curious to see what the next few years are like, because I feel like there’s a lot of change coming that might be due.
Right? Like you’re mentioning, there’s just so many marketers get out there right now making huge promises.
So many coaches, life coaches, strategists, you know, different kinds of coaches.
And people are getting increasingly jaded by that. Right?
So even the good guys are having a hard hard time figuring out how do I break through, how do I differentiate myself, how do I build trust and make promises that are.
[21:44] That people feel really confident they can bank on right making small promises that you can keep.
[21:49] Um and it’s yeah it’s been interesting uh one of our most recent clients uh is an e-commerce, copy agency right and their clients really love them and have stuck with them for a really long time which is always really helpful to see um and a lot of what we’re doing on the operational side, is making sure they’re delivering on their promises right so if you think about you know you know, the marketing side of the business, making promises.
It’s the operations and the client experience that’s delivering on those things.
And a lot of marketers are good at marketing, right? That’s their craft.
That’s their vocation. That’s what they know.
So they can go out there and sell and bring all sorts of people in.
And then we help make sure that they’re actually delivering and providing a really great experience.
Because so far, all of our clients have been people of incredible integrity who really want to take good care of their clients.
They want to build long-term relationships with them. They want to provide real meaningful change and transformation for them.
And it’s kind of a matter of let’s build, you know, make sure this agency is set up to continue to provide that even as you grow, because that can happen too.
You can have a really great agency, you know, headed by someone who really knows what they’re doing and does a great job and then when they try to scale it can be hard to keep the quality the same so that’s where we can help with that making sure that they don’t lose.
Challenges with Marketing Agencies
[23:16] The really good like meaty strategic work that they need to do with their clients in favor of kind of this like well here’s your social media campaign we’ll throw it out there you know, and then it doesn’t give results and then people feel rightfully let down yeah i say if you if If somebody’s telling you that they want to do marketing work for you and they have like 117 people following their social media, maybe they don’t know what they’re talking about right there. And I see that so much.
It makes me want to shake people.
Yeah, I’ve seen that. And, you know, it’s kind of one of those weird things where like on one hand, you don’t have to like there are great marketers out there who haven’t done it for themselves.
It’s kind of the cobbler’s with no shoes thing, but it’s a, it’s a great first test.
Like I don’t want just good testimonials on your website. Cause I’m not ever sure that those are real.
I want to see that you have done it for yourself and then I’ll hear what you have to say about it, you know?
[24:19] Absolutely. I’m one of the partners at Owner’s Pride, the company itself.
So a lot of stuff that I talk to people that I’m working with, that we’re working with, I mean, I’m doing all of the things that I’m asking them to do. So proof is in the pudding.
You know, if I’m telling you, hey, you’ve really got to get on these short videos and be putting out every day, like constant, constant.
And you have to send an email nurture campaign. Well, Well, I’m doing the same darn thing to you.
I’m practicing what I preach, which is kind of funny because that caught me off guard as I started stepping into this and I’m telling these guys to do this.
And I was like, well, crap, I got to do everything that I’m telling them.
Utilizing AI and ChatGPT
[25:00] Yeah. Funny. Okay. So how about the implementation of AI?
I have, funny enough, a video just popped up from a year ago, maybe a year and two weeks ago at this point. Right.
And it was the day that I discovered ChatGPT originally.
I was so blown away. I made a little video about it and kind of had the robots on there.
And over the last year, I pay for the ChatGPT for it and I use it for pretty darn much about everything.
I imagine since you’re an English major, you probably don’t tighten up your emails with it like I do, but it’s helped me tremendously.
What have you seen of the people that are coming from marketing, how they’re implementing that and how are you implementing that in your business?
[25:50] Yeah, that’s an excellent question. And you’re going to get my second unpopular opinion of the day.
So my first one is the main advice to people to hire a virtual assistant I strongly disagree with.
And the second one is that I’m in the operations and scaling space.
And a lot of what what I’m doing with most of our clients right now is trying to keep them from going down the AI rabbit hole.
Not because I don’t believe it’s useful. It is useful, but because if you have a bad process and you speed it up, it becomes a worse process, right?
So we want to start with, let’s make sure your workflow is good.
Let’s make sure we have some real stability in how you’re doing what you’re doing.
So it’s not like this fully custom projects that are completely different from one time to the next.
Let’s sort those things out. Let’s figure out how you’re managing your time and how you’re focusing to see a project through all the way to completion.
And then let’s look at AI.
So we’re kind of holding that back a little bit because we have clients who’ll spend hours and hours and hours and hours setting up automations to things that will save them like 30 minutes a month for two months and then the automation breaks and they spend two more hours is trying to fix it.
Right. That said.
[27:07] I do want to spend a lot of time this year really understanding the way that that can integrate with the other things that we’re doing to make it faster, to make it sharper, to eliminate a lot of the tedious things, right? Because you don’t want to pay a human to do what a robot can do.
But you do want to create really meaningful work for the humans, right? So how do we integrate those things in?
[27:31] So it’s something that’s still relatively new to me. And I use it for some customer research. search.
I use it for kind of finding words or phrases or brainstorming kind of taglines and headers and things like that.
But a lot of my clients aren’t using it a ton in their day-to-day life right now.
Integrating AI in Operations
[27:51] It’s kind of interesting. You know, it blows me away at how many people that I talk to who like some of them are afraid to use it.
I don’t know if they saw, you know, know, Terminator or something.
And they’re just like, and some of them just haven’t utilized it yet.
But gosh, for for a lot of simple tasks, it really, really, I found it to be Yeah, that’s amazing.
I love that you found a lot of really good, meaningful use cases for it.
That’s cool. We should have a little mastermind or little roundtable kind of groups in our fix this next people do not utilize that thing where we all kind of just get in and talk about different ways that we’re using it as as coaches and fix this next I would love that hey we kind of tried at the beginning to put together a directory and things like that back when we had a Facebook group but I’ve lost touch with almost everyone so I’m really glad that you reached out yeah I told Mike when I had a meeting with him earlier in the week that uh what can we do to get get people to engage on there because I just like sitting down right here and talking with you.
I’m sure that you’re just a wealth of information. You’ve been doing it.
[29:08] Okay. So tell me a little bit about when you do bring in a new coaching client that you’re going to work with, a little bit about how your onboarding process is and sort of how you work with your customers or clients.
Onboarding and System Implementation
[29:23] Yeah. Yeah. That’s a great question. And we want to walk the talk with it exactly like you were we’re talking about, right? So we’re operations people.
And so we want to make sure our own operations really amazing.
And so one of the things that we always start with is pulling a core system out of their head, it usually is kind of how they deliver their product to their customer or their service.
But they could look like, here’s how you do everything that needs to be done for a major marketing channel, or here’s how you project manage your work across your team, right?
So we We pull all of that stuff out of their head and we get all the puzzle pieces in front of them in a visual way so they can see everything that’s going into the work that they’re doing.
Because a lot of times our clients come to us and they’re like, I’m a mess.
[30:08] I don’t even know. I don’t know what I’m doing. I don’t know what I need help with. I just know I need help.
Like this is clearly too much, but I don’t have time to figure this out. Right.
So we want to get that system in front of us because I believe that systems decide what happens.
Right. And that every company has them. It’s just a question of how intentional you are about them.
Right. Because the system is just how we do what we do. And the more intentional we are about it, you get to start streamlining some things and making a decision once instead of coming back and reinventing the wheel, right?
[30:38] So we always start with that. And then from that, we make, here’s a project plan of all the things we want to do to make the system work the way that you want it to work.
And here’s the way that someone else could come in and take over ownership of the project management of the system.
So we’re not, to use a car analogy, we’re not teaching someone to drive by saying, okay, I’m going to delegate the blinkers to you.
And then I’m going to delegate the windshield wipers. And I’m going to delegate the gear shift.
You put them in the driver’s seat from day one, right? You get them in there and then slowly but surely you get them used to owning and operating the system.
We do the same thing with our operations managers.
So all of our clients are matched with the COO who does the, let’s build your operational engine piece.
And then they’re matched after that with an operations manager who comes in and is the project manager for that process.
So what that looks like for them is, okay, I’m going to start sending onboarding materials to the client. I’m going to make sure they sign.
I’m going to make sure they get that first payment in. and I’m going to gather their assets that they need, I’m going to communicate what they can expect, I’m going to let you, owner, know when I need you to do something, right?
So it just switches who’s in the driver’s seat of that process instead of someone kind of stepping back and saying, well, give me a project when you want me to help with something, right?
It’s just not a recipe for them to take ownership.
[31:52] So system, project, Here’s the game plan, bring in the operations manager, get them up and running.
And once we have that, then there’s enough breathing space for the owner because they’ve actually gotten some stuff off of their plate that we can start really systematically looking at where are you in our five phases of building a scalable business, right?
Do we need to kind of stabilize you because we’re starting to worry about missing deadlines?
Are we at a place of kind of starting to engineer?
[32:20] How are we going to kind of pull you more and more out of direct client delivery?
Delivery, add some other systems, add documentation, right?
Or are we at a spot where, okay, the only piece of the client experience that you’re keeping is this most strategic, most creative element.
Everything else has been delegated off of your plate. And then going even one step further than that, the fifth phase is we are now keeping you out of it.
We want you to move towards having a business that you own, but don’t have to run.
Business Challenges in Auto Detailing Industry
[32:48] So we kind of are working people through that process over time and we want to work with people for a really long time like years is the ideal so i see this over and over and over in the auto detailing industry um for one thing it’s pretty easy for people to step into that if you have a bucket and some soap and a towel you can you know essentially start making money detailing cars so they’re very blue collar and they get into the business and then when it very much like an an e-myth, you know, everything just starts piling up on them and they just cannot keep up.
Do most of the companies that are coming to you, are they somewhat organized with some systems?
And I know that systems, literally the word systems was a major theme in your book, which I promise we’re going to get into that book soon.
Client Organization and System Implementation
[33:40] Most of my clients self-identify as being very disorganized.
Like that’s how it feels to them right so they usually come in and say like this is a mess i don’t have any systems right i don’t really know how i do what i do i just do it right um so most of them come in more in that place and feeling like i’m the only one who’s disorganized like this which they’re all saying so i get the benefit of telling them like hey you are not alone there’s nothing wrong with you this is why we’re here right so most people come in that way every every once in a while we’ll get a client who is super duper organized and then they have a different set of problems, which is I have a million SOPs and documents and I have all these little things that I want to do, but it’s so complicated that it’s hard to keep track of everything or I’m really having a hard time focusing and getting like significant time for deep work, right?
Where I’m really working on the business instead of in it. Right.
So even when they have a lot of that structure, it we can really help add that focus element into it so that they can move something forward in the way they want to.
Advertising Strategies and Workshops
[34:52] Obviously speaking and writing a book. But what other things do you do to advertise your services in your business that really seem to work well for you?
Yeah, so I’ve been building up a presence on LinkedIn.
That’s where I’ve been showing up the most lately and kind of hanging out and talking about all these concepts more and doing really short LinkedIn live interviews with folks to build visibility for them and me and those sorts of things so that’s been something that’s really helped boost our visibility um and another thing that i’m really leaning into that’s been really effective last year is to host workshops about, what we do so i have a workshop called the delegation for reluctant delegators workshop that i can host within other folks communities for free so they’re getting a lot of value within that that community.
They know each other. It’s kind of an environment of trust and camaraderie where they’re getting some really cool, helpful, practical, tangible information.
And then I get to build a relationship with them from there, where if they’d be served by what we do, they now know us and trust us and want to have that conversation.
So that’s been one of the big things we’re wanting to double down on.
But we’re trying a number of different things, trying to figure out kind of exactly where, what’s going to work best this year. Last year was a tough year, to be honest.
Holding Accountability and Follow-Through
[36:18] So one of the things that I have always had trouble with is holding these people’s feet to the fire and getting them to follow through.
And one of the things that I’ve kind of implemented to try to help solve that with the group of people that I work with is I do a live every Thursday afternoon.
And just the people who are participating in the Fix This Next coaching come on. We do a little bit like Mike’s meetings where, you know, we’ll talk about a business concept up front.
And then I have everybody who is working on their vital need talk about where they are in that process as a way to kind of hold everybody’s feet to the fire.
They can’t show up and say, hey, this isn’t working if they don’t have a story to tell of what the problem.
And it kind of can have some of the other people maybe have already worked through that part and they might have some really good insights that’s helpful.
What do you do to get these people or maybe maybe your guys are all you know, just fired up and doing what they’re supposed to do, but the attrition rate from people not not doing the homework was really hard for me for a while.
Time Management and Autonomy Struggles
[37:26] Yeah it’s it’s very hard um and my the software i’m wanting to build is is around that issue, which is that the way we think about time and the way we try to operate within time is just not working for most of us right so most people are kind of in a reactive mode when it comes to their time so they’re putting out fires they’re showing up to things that are on their calendar to do whether or not they’re the highest priority like if it’s on their calendar they’ll do it right um or they’ll kind of do the things that are the squeakiest wheel or that just kind of keep, bouncing around in their head um but a it’s a miserable way to work and b it tends to, make it hard to get a sense of autonomy over i’ve chosen what i’m going to work on this week and i’ve chosen what’s not going to happen right and so none of us have ever taught that none of of us were ever taught that.
And so I, my clients definitely are not perfect in this.
I’m not perfect in this in terms of kind of executing on everything we set out to do at all times.
[38:33] But there are a few things that we do to help. One of them is exactly like I mentioned, we put stuff on their calendar where it’s like, okay, you need to have this done by this meeting, or we’re going to do it on this meeting.
And then it’s on your calendar and it’s protected time and we’re going to get it done.
And another thing we do beyond looking at the homework itself is we’re looking at the rhythms that work is filling you know fitting into to see like big picture do you know what your priorities are going into a week do you have protected time to work on the things that matter most to you um and if not let’s solve that problem so that you even have the space with which to do this homework right um because it’s it’s tough, it’s really tough to actually implement and ideas aren’t worth anything until they’re implemented, right?
That’s what makes them valuable. And so I think, It’s a little bit of kind of, like you said, having some, putting people’s feet to the fire, trying to hold some accountability around it, but also like stepping back a step to say, all right, is the way your life is structured such that work like this is enabled?
Or is it something where you’re just always in survival mode and this is just never going to happen?
Reflections on Hard Work and Coaching
[39:52] Excellent, excellent, excellent. You know, if you put in the work, by golly, I bet it is going to work. But you got to put in the work.
Yeah. Yeah. I had a sticky note on my computer for a long time that said, is it not working or are you not doing the work?
And that was a helpful one. Do you have a coach that you work with yourself?
[40:13] I do. And what kind of like insights or how do they help you as, you know, being somebody who is a coach?
Yeah. Yeah. Yeah. So Alex Kuhn is my coach. He’s the founder of Born to Lead.
And we are very different people.
And part of the reason he is my coach is for that reason. So he is a super charismatic, high energy, visionary, can sell in his sleep sort of guy, right?
I am not that person at all, right? I am very tactical, I get way down in the weeds, I want a project plan. And I can struggle to really bring that charismatic energy and excitement to my team.
And so he’s been really helpful at kind of cheering for me and keeping me going and also kind of bringing some some tough love moments of like, this is what you need to hear right now. And I know it’s going to be uncomfortable.
I wanted a coach who had built already something that I want to build.
So he had built a multimillion dollar agency and sold it before starting Born to Lead.
And that was meaningful to me in terms of what we were talking about earlier, right? I want to see that you can do what you’re trying to teach me to do.
And he had that. So I actually met him through Mike Michalowicz.
We went to a workshop together.
And a couple of years later, we started working together. And I’ve been working together three years now, over three years.
[41:40] Awesome. That’s really, really cool. All right. Now I’m ready to flip into the book.
Inspiration and Writing Process of “Eureka Results”
[41:46] So what was the inspiration behind writing Eureka results?
Was there a particular moment that kind of like sparked you just like, I have to write this book.
This is the moment that it’s it’s gonna happen.
[42:02] So I wrote Eureka Results through a writing community that I joined and the founder of that community and kind of a self-publishing house was a professor at my grad school.
And so he had done a workshop on the creator economy.
And the big premise of that workshop was that we are switching from kind of an institutional credibility economy to a creator credibility economy, right? Right.
So people can’t as easily anymore say, look at this fancy college I went to or look at this fancy internship I had. You should hire me.
We all have much more ability now in the age of the Internet to build our own credibility through what we have actually done.
Right. So you wanted even people starting in college to start thinking differently about how their career progresses and how they can contribute to whatever their vocation is.
Right so um he was encouraging even people who are in college to go through the process of writing a book and that might sound kind of strange because it’s like shouldn’t you be an expert in something before you write the book on it right uh but his point was that the best books are actually a series of really powerful stories tied together with a common theme and that you can learn through through the process of writing the book, and through that process, kind of bring your reader on the same journey that you went on.
[43:30] One of my favorite authors, Marshall Goldsmith, does this, right?
He picks the topic he’s curious about, and writing the book is how he learns about that topic.
[43:40] So all that to say, I went to that workshop, I wanted to go through this experience of writing something really meaning and meaningful, but the premise that I went into that with was different than the book I ended up writing, right?
I wanted to talk about the experience of kind of being in the messy middle of entrepreneurship and what does it look like to make that transition from freelancer to CEO.
The Power of Systems in Making Ideas Happen
[44:04] And over the course of talking with a lot of people and processing everything I was learning, I ended up writing about the power of systems to make our best ideas happen.
Yeah, my next question was gonna be, what would you say that the core message is for the book? I think you really just answered it right there in the word systems, because that just came up over and over and over.
With systems and strategies in your book, how is that just kind of the center of the universe for what you preach?
Yeah. So like I was talking about with time, I think it’s absolutely wild that none of us were taught about the power of systems, right?
We live in a very individualistic society where we kind of don’t like to think of ourselves as part of a system at all.
It’s like, I make my own decisions, right? My entire life is built on the sum of all of my individual decisions.
But we know in practice, it’s not like that. And one of the examples I use is the DMV, right?
It’s It’s kind of the whipping boy we all think of the DMV when we think about a terribly run system, right?
[45:12] Each individual in that system could wake up and say, I want to give everyone an incredible experience with the DMV today.
That could be their intention, right?
But the system does not allow it to be so.
So my biggest premise in the book is that systems, not intention, decides what happens, right? Right.
And we use systems in a lot of big terms, ecosystems, government systems, school systems, religious systems, systems of thought.
Right. But then when we get down to our individual life, we’re like systems don’t matter to me. I don’t need to understand how systems work or how to use them. Right.
But I think as a society, it’s important for us to understand what is it that you can take a bunch of really well-meaning people and put them into a room together and end up with such a weird result.
Right. Like what is going on when we create a system together and then operate within that system?
And how do we think at the system level to make something better and get us a better outcome? outcome, right?
[46:16] And you see this, you know, like with Wells Fargo, for instance, when they had all of those staff members who are committing fraud, and the CEO tried to say it was a bunch of bad apples, but it was a perverse system with really messed up incentives, right?
And until you fix the system, you’re not going to fix the outcome.
And so blaming the individual isn’t useful in that scenario.
So I would say, you know, the big thing I wanted people to take away from is like, Like, you don’t need to be super heady about this.
You don’t need to be an organizational nut like me, but it’s helpful to understand, like if I wanna get somewhere, hard work matters, a great idea matters, but also like building a system that helps me get there is gonna help me actually make it, actually go the distance and have this vision of mine stick and happen.
[47:09] Do you have an example of a system that you’ve implemented for yourself that was pivotal in your success?
Yeah, that’s a great question. And actually, as of January 2024, I removed myself entirely from client delivery in my own business.
So A Squared is a very, there’s, you know, like you mentioned, there’s coaching elements, there’s consulting elements, there’s system building.
It’s different for each client a little bit, right? We’re within the same structure, but each client experience is customized to them.
[47:41] And it wasn’t easy to figure out how in the world do I get myself out of this, right?
How do I get to a place where every new client who comes in the door is working with someone who’s giving them an amazing experience and that person isn’t me.
And so the system that I put together was kind of gradual, kind of one layer of the onion at a time.
So I had kind of the recruiting arm of our business. I gave that to someone else on the team and then I started kind of chipping away at all right how do I add structure around these things so the five phases of building a scalable business came from that where I it’s like I can train someone on this I can talk them through like we’re going to work on this and then we’re going to work on this and then we’re going to work on this right um and then I used case studies and kind of real life scenarios to train my team of CEO COOs to do what I do So that’s been the most powerful system so far, because it took the capacity of our business from being able to take care of 10 clients at a time to being able to take care of 50.
And that’s been really cool. So I’m excited to see how we’re able to grow and I can focus much more of my own time on marketing and growing.
[48:52] Excellent, excellent, excellent. Okay. So I see this as a common, and maybe this is just a humanity thing, but I think a lot of problems in business happen from not having the proper follow through.
And even in companies that I’m a part of and that I’ve worked for in the past, I feel so many things get taken to 75% and then they just kind of die out.
Now, I can see in my own company, some of that, which I’m really, we’re working on pushing everything to a Monday, because we’re kind of scattered across the country, where we can put a project on there and have a system of getting all of the pieces in place prior to implementing, which I think is going to help tremendously.
But what do you see as a really common entrepreneurial stumbling block that they run into and how do you help them overcome that?
A huge one is shiny object syndrome, right? And I talk about this. Amen, sister. Amen.
I thought that was just detailers, but I’m sorry. I’m sorry.
You got me too excited there.
[50:05] I’m glad to hear it. It’s relevant to detailers as well.
New ideas are fun, right? And my dad is the biggest shiny object syndrome guy in the world, and he would openly say so.
And he’ll say, he’s like, I like ideas when they’re just ideas.
Because they haven’t been marred by reality, you know, they haven’t been scuffed up and changed by just needing to become fact, right?
So ideas are shiny, and they’re perfect.
And they don’t, you don’t fail if you just have an idea, right?
And so kind of crash landing that idea into real life and seeing it all the way through to completion is hard because it loses that shine.
And one of the things I talk about in the book is that also the way people tell their stories to us about implementing their great ideas sets us up to fail because they tell us, I struggled, things were really hard, blah, blah, blah, until X pivotal moment, whether it’s like in the shower, I had this incredible idea or until I started this YouTube channel or whatever. ever.
And they’re like, and then boom, all of a sudden everything was amazing, right? This is how we tell stories in hindsight. It’s kind of the hero’s journey, right?
Struggle, struggle, struggle, pivotal moment, beautiful new success.
[51:24] Life doesn’t work that way. And so you can have a good idea.
You set out to make it reality. That’s not how it happens, right?
You don’t have this kind of hockey stick growth curve.
And so it becomes hard to persevere and really easy to be tempted by a new shiny object to say well maybe that’s the thing maybe that’s the thing that’s going to fix everything or that’s going to be the pivotal moment that makes us all easy and it’s hard for a halfway done project that’s kind of lost the luster of a new idea that’s kind of run into obstacles that you’ve had some failures that’s taking a while to pay off in the way that you want it’s hard for that to compete with a shiny new idea, So one of the things I highly recommend everyone do, no matter their industry, this would work great for detailers as well, is to separate your ideas list from your to-do list and to keep your to-do list very small and highly protected.
I have my big three, right? The three major projects I can be working on at any given time.
And I’m not allowed to start a new project unless one of those projects either is completed or I consciously choose to set it down, right?
[52:36] You know, we don’t continue down the wrong path just for the sake of enduring, right?
It’s okay to set down a project if it’s the time to set it down, if we realize that we’ve learned what we need to learn and this isn’t a path.
[52:49] But the goal is to avoid starting a project, starting a project, starting a project, new ideas, start that project too, without really creating space for it by closing another loop.
And that’s what can really get people to a place of, I’ve opened 50 loops in the last year and I haven’t closed a single one and all this stuff is sitting on my back burner and now I’m starting to feel ashamed and embarrassed and like I can never finish what I start and it becomes a really uncomfortable loop and then you stop trusting yourself to finish, what you set out to do and that’s a really uncomfortable place to be yeah I um share a little story don’t even know if I’ll leave this in because it’s me oversharing a little bit possibly But the biggest, best piece of advice that I got was 20 years ago when I started my detailing business.
A guy named Joe Fernandez from Superior Shine in West Covina, California, said, find a company that you like the culture, the people and the products and make yourself the best you can with that.
Because detailers have a very bad habit of going from product to product.
Got to have this tool. Got to have this polish.
Got to try this. And it literally that advice has taken me to places that I never even dreamed of when I started.
So very, very solid, solid right there. That’s a really powerful story.
And it makes a lot of sense because.
[54:09] Yeah, it’s just so easy to end up kind of, and I know Mike Michalowicz, the author of Fix This Next, talks about that a lot, right?
The survival trap, where when you’re in a spot that sucks, any direction out of that spot feels good.
It feels like movement, but it could be in the complete opposite direction of where you ultimately want to go, you know?
So having that kind of clear North Star, I’m following these guys.
They know what they’re doing.
I’m going to trust them. I’m going to master my craft.
And then I can start breaking the rules, right? You learn the rules, then you break the rules.
Well, everything’s not always sunshine and flowers, and there is going to be some failure.
What advice do you have for people who are like hitting a wall that they can’t get through or they’re just failing at something, but they have to keep moving?
Yeah. I mean, as I mentioned, this past year has been a really hard one.
So I wish I could be like, I am on the other side and I do not feel this way.
But here’s what I can say when I used to feel this way. This is something I’m experiencing right now in my business.
[55:11] So I’ll share with you the advice I’m receiving from other people. people.
One of those things is being willing to feel it, right?
I think it’s been really helpful for me to talk honestly with a lot of entrepreneurs and realize that this is really damn hard.
Entrepreneurship is hard, right? And failure is built in. It is guaranteed.
And that is not pleasant. And so there are going to be times when we’re really disheartened and we kind of spiral role and we’re like, why am I even doing this?
I should quit and go get a nine to five. This is ridiculous. I hate this.
Right. And that just normalizing that has been really helpful to me to be like, okay, it doesn’t actually mean I need to burn everything down in those moments when I feel like I kind of want to burn everything down.
Right. Like I can ride this out. I can feel it. It will pass.
And being willing to ask for help.
[56:04] I’ve thought about this multiple times with businesses that I’ve known and loved over the years that have closed.
It’s like, man, I didn’t even know you were struggling, right?
If you had reached out to all of your loyal customers and said, we might go under next month.
Can you come eat here next week? You know, that’d really help us out.
Like I would have been there in a heartbeat.
And so I think, you know, we underestimate sometimes the extent to which other people are rooting for us and care about us and want us to succeed.
If you’re doing something worth doing and you’re providing a service worth providing, and you’ll have people who care about it, you’re going to have people who want to support you if things are feeling kind of dire.
Actionable Steps After Reading “Eureka Results”
[56:47] So we’re getting people fired up and I think that they’re seeing the value in your book.
If somebody does grab your book and they listen to it or read it, what would you suggest to the first actionable steps that they take after they’re done are?
Oh, that’s a great question.
So you can find my book, first thing, at EurekaResultsBook.com.
I have worksheets there that you can download that kind of help you walk through the exercises in the book and apply them to your own situation.
But I think the kind of the first and most helpful thing is to kind of step back from your business a little bit and see what’s already going well.
One of the analogies I use in the book is that we don’t think about our plumbing until a pipe bursts, right?
We don’t think about the systems that work. We only notice the systems that don’t.
And it’s the same in your business. So a lot of times people will come to me feeling like an absolute mess.
And when we pull that system out of their head and put it on paper, and they see that there’s a hundred steps that that they have been completing consistently for every client for the last three years.
They’re like, oh, I’ve just been holding this in my head and it’s not as bad as I thought, right?
I think it can be really helpful to just step back and be like, you know what?
We’re doing some things right. And let me look for the signs of the systems in my business that are working really well to give myself that reminder that I can do this, you know?
That maybe I’m not as disorganized as I thought I was.
Success Story of Implementing Systems
[58:14] Can you share a story of an entrepreneur who’s implemented the systems in Eureka results into their business and had it work well?
Yeah, that’s a great question. And one of the hard things about writing a book is that it kind of goes out into the world.
So there are a lot of people out there who have read my book who I have no idea they’ve read it.
But I’ll tell you about one of my clients who worked with me directly.
So I’ve kind of seen that experience.
And when we started working together, he had kind of come off of the heels of a couple of rough hires.
He tried a virtual assistant. He tried an intern.
It just wasn’t giving him what he needed. And so we found him, Tina, his ops manager, and she has been an absolute lifesaver for him in his business.
[59:07] Partially to get him really through some some major changes and shifts and pivots in his business but now he’s cutting his hours in half because he has a little boy at home and he wants to spend more time as a you know as a primary caregiver for his son and so he’s cutting his hours in half and she’s there to help him keep that business alive and growing through that transition and as someone who’s made that transition myself it’s it’s hard cutting your hours in half is really hard.
But it’s been really meaningful to see them kind of implementing systems together in a way that’s getting him meaningful, personal things that matter to him and his vision, both for his business and his personal life.
So it’s, you know, it’s not a straight line, but it’s really powerful stuff to, to learn how to use systems in a way that gets you where you want to go.
Overcoming Entrepreneurial Stumbling Blocks
e can use who are struggling with, and it sounds like everybody’s kind of struggling with prioritization, but what are some tools or techniques that people can use to implement to help them get that in order?
[1:00:16] Yeah, it’s real tough. I would say, so I mentioned kind of my big three projects and ideas versus to-do lists is a major one, right?
So if you kind of dump everything out of your head and you say, all right, here are my three main projects and here’s what I’ve committed to clients and here’s kind of the rhythm work, checking emails, paying invoices, like all of that’s over here.
Everything else goes on your ideas list that can be a major thing to cut down that to-do list.
[1:00:40] Um but another thing i recommend if you’re just full-on burnout mode right like i just i don’t even know how i’m going to make it to the end of this day is to do a brain dump write down absolutely everything personal business whatever that’s in your head demanding your attention.
[1:00:58] And then star or highlight the things where you will be absolutely screwed if those don’t get done today, right?
A lot of times what people find is that they’ll end up with a list of 40 things, but only three of them are things where they’ll be screwed if it doesn’t get done today.
But the thing about a single task that pops into and out of your awareness 15 times in a day, like, ah, damn, I need to do that.
Ah, I need to do that. Ah, I need to do that, is it feels like 15 things, even though it’s one, right? Right.
So we want to cut down that noise in your brain, get it in front of you and be like, here are the things that I absolutely must get done today or else everything’s going to fall apart.
Usually a far smaller subset of the list. And then once you get some solid ground under you where your brain’s not thinking that everything’s on fire, that’s where you can start to do a little bit of that deeper work of like, let’s pick my three major projects. projects.
Let’s consciously choose to let some of these other things go.
I know that I can come back to them at a future date, but I’m going to choose to not work on them right now. And that’s painful. It’s very hard.
I do time budgeting. So I’m very constrained in what I set out to do by the time that I have available. And it sucks sometimes.
It’s like, I want to do that next week. And there is no space for it on my time budget. It’s not going to happen. And I go into the week knowing that.
And it sucks, but it only sucks once, instead of me feeling like I’m failing to get it done 100 times that week. So still better.
Transformational Impact of Writing a Book
[1:02:25] So how about like, is writing a book has to kind of be a transformational thing for you?
How did writing Eureka results change your personal life and your business practices?
[1:02:39] Yeah, the biggest thing I thought, this is a 200 page book, right?
I really thought going into this was like, this will contain everything I have to say on this topic, right?
Like, how could I possibly have more to say?
But I learned that a book as with any other piece of content is just this one piece of a conversation just the start of a conversation and that you can share what you’re learning and what you’re experiencing so far and then continue to add to that conversation and it’s just been really helpful for me to think about it that way coming out of the book writing process to say I can keep adding layers to this I can keep thinking about this and processing it and improving on the way I’m explaining things and all of those things.
[1:03:23] And just starting to think of myself as an author, starting to think of myself as a creator has been really helpful.
And I think that can be the case for anybody in any field to be like, hey, I have thoughts about what we’re doing and why I do it a certain way.
And I probably am really passionate about why other ways to do certain things is really dumb and we shouldn’t do it that way.
And I can share that. and that can help people and it can contribute to my field becoming stronger and it can help people build trust in me and want to work with me right so it’s been really helpful in that way like helping me learn how to go through that process more so than anything else you know what has what’s been the most impactful feedback that you’ve gotten from somebody who’s that you’ve received from somebody who’s been a reader of Eureka results?
Impactful Feedback from Readers of “Eureka Results”
[1:04:18] Yeah, that’s a great question. And it’s always kind of interesting to filter through things because usually your first readers are people who care about you as a person, right?
So I had a couple of people who read the book because they cared about me, even though they didn’t really think it was going to be that great for them.
And one of them was a friend of mine who is a professor, a college professor.
And so not an entrepreneur, entrepreneur is in the title. She’s like, okay.
And she’s found it really, really useful for her life.
And she shared that with me. And that was just really encouraging where it’s like, okay, you’re not just being nice because you’re my friend.
Like you were surprised by this. You found value in it, even when you didn’t necessarily expect to. And that was really meaningful to me.
And you know, people have sent me pictures of them reading it on the beach.
[1:05:06] I got beach time. Like that’s an honor right there. So it’s been fun.
Awesome, awesome, awesome. Okay. So as we get kind of ready to wrap this up, first of all, is there any questions that I didn’t ask you that you were like, I know he’s going to ask me this and I’m ready to deliver this answer?
I’m feeling great. I feel like we caught a lot of the high points and I really appreciate your like insightful and unique questions.
Thank you so much. Okay. Now, one more time, if somebody wants to get a hold of your book, Eureka Results, how do they do that?
Yeah, you can find it at EurekaResultsBook.com. And also, my name is Ashley Berghoff, Ashley with two E’s.
And I’m the only person in the world with my name spelled that way.
So if you Google me, you’ll find me on LinkedIn.
You’ll find my website, A2Online.com. Um, but if you’re, if you’re curious about the book at all, Eureka Results book is the place to go.
Excellent. Excellent. Excellent. I definitely suggest anybody who’s listening to this to either download it or order the book, read it, put your systems in place, because that may be the only way that you’re going to be able to overcome that hurdle and get stuff finished.
[1:06:23] A hundred percent. Ashley, thank you so much for taking some time out of your day and joining me here. on Owner’s Pride Podcast.
Thank you, Dan. I appreciate you a lot. Thank you so much for taking some time out of your day to hang out with us here on the Owner’s Pride Podcast.
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Again, thank you so much for taking some time out of your day to hang out with us here without you it would just be me talking to myself until next time stay glossy.
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