Do you want to maximize your company value? Every business owner who wants to sell in the future must understand what they need to do to improve their value now. Today’s guest is John Warrillow, author of “The Art of the Selling Your Business,” and a few others. John is also the founder of The Value Builder System™, host of Built To Sell Radio. John shares the steps to maximize your company value. John has years of experience helping companies increase their value. Discover the steps to maximize your company’s value.
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John Warrillow: The Transcript
About: John Warrillow is the founder of The Value Builder System™, a simple software for building the value of a company used by thousands of businesses worldwide. Offered by a global network of independent advisors known as Certified Value Builders, The Value Builder System™ incorporates several diagnostic tools, including the Value Builder Score. Those businesses that achieve a Value Builder Score of 90 or greater are worth double the average-performing business. John is the author of the bestselling book, Built to Sell: Creating a Business That Can Thrive Without You, which was recognized by both Fortune and Inc magazines as one of the best business books of 2011. Built to Sell has been translated into 12 languages. John’s next book, The Automatic Customer: Creating a Subscription Business in Any Industry, was released by Random House in February 2015 and has since been translated into eight languages. In 2021, John released The Art of Selling Your Business: Winning Strategies & Secret Hacks for Exiting on Top. This completes the trilogy of books which teach business owners how to build, accelerate, and harvest the value of their company.
Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.
John Warrillow: [00:00:00] A lot of people talk about. And, and, and EBITDA are the two kinds of driving forces of the value of your company. And again, I think revenue and EBITDA can be great measuring sticks, find it. If you’re in the Inc 5,000, then you know, know how much profit you’re making each year, they can be a great measuring stick. But I think revenue to a large extent is a kind of vanity and value is sanity.
Intro: Welcome to Growth Think Tank. This is the one and only place where you will get insight from the founders and the CEOs, the fastest-growing privately held companies. I am the host. My name is Gene Hammett. I hope leaders and their teams navigate the defining moments of their growth. Are you ready to grow?
Gene Hammett: Maximizing your value of your company? Really taking a step back from what you’re doing day to day and think about what your company’s worth. Now, you don’t have to go out there and get formal documents and analysis and pay for all of that. Maybe you already know because you’ve done this before, but if you want to maximize your value, you want to make sure you tune into today’s episode. We have John Warrillow. John is the author of built to sell. He’s also the author of [00:01:00] “The Art of the Selling Your Business.”. We have a great conversation about what does it take to really maximize the value of your business? We talked about the drivers of a sell and what buyers are really looking for. We also talk about what leadership looks like in a company that gets the maximum value. And we spend a lot of time looking at the importance of culture, what we can actually tear down the value of a company if it’s not handled well, but what are they really looking for as they buy businesses? And I say, they, this is the people that are investing or acquiring your company. All of this to be said today is a great episode. If you think about selling your business someday. And today, we will talk about all of the aspects of that with John.
So let me pause here for a second. If you think about one of the things that was put on the spotlight here today was leadership. If your company is leading without you, you’re going to have a higher value. If you are empowering those people to make this decision. Yeah. If you’re not actively involved in the business, the value of the overall organization will be better. It’s actually better for you because you’ll be able to unplug [00:02:00] really easily and integrate into other models. But also you get to move on to the next thing. So when you think of. Own journey of leadership. You want to make sure you’re empowering people the right way. And I have an offer for you every once in a while. I’ll have a chance to sit down with business owners, just like you. I’ve got a few openings in my schedule. If you want to talk about what it takes for you to maximize the value of your company in terms of your leadership and your culture.
I am absolutely thrilled to have that conversation with you. This is a gift. Look at it that way. I’m not trying to sell you into my programs. In fact, we are on a waiting list right now, but I’d love to help you because I know that these relationships. Take time to develop, just going to GeneHammett.com and schedule your call. When you get there, you’ll find that you can pick a time. You’ll answer a few questions and we’ll get to know each other, but the real heart of this is we’ll have the conversation that you aren’t having with your board, your executive leadership team. And we’ll get really clear about how to move forward as a leader and what it really takes to maximize the value of your company. Now, here is the interview with John.
Hey, John. How are you?
John Warrillow: Oh good. Gene. How are you?
Gene Hammett: [00:03:00] Fantastic. We’d have a great conversation here about selling businesses and kind of the roadmap of that before we jump into it. John, give us a little bit of a, your background.
John Warrillow: Yeah, I’ve been involved in a few businesses that I’ve started and exited wrote a book called built to sell, but 10 years ago, followed it up with the automatic customer, mostly the art of selling your business. So it’s kind of a trilogy on how to you punch above your weight when it comes to exiting your company?
Gene Hammett: What was the second book in there?
John Warrillow: The automatic customer it’s about how do you take a transaction business and move it into a recurring revenue model, which is one of the kinds of essence, the secrets of building a more valuable company is converting from transactions to recurring or subscription-based billing.
Gene Hammett: Well, I definitely see that in some of my clients that are actively growing their businesses. We talk about that recurring revenue. If we just kind of dive in right here on what you’re learning and seeing in today’s world of, for company evaluations, what are the most critical things to pay attention to?
John Warrillow: Well, you say today’s world. It is a very frothy M and A market. I mean, you know, interest rates are very low, have been for a while that may change. But right now they’re [00:04:00] very low private equity. Has been absolutely filled pockets are filled with cash and they are buying up businesses in virtually any industry. They move way down the market. They used to only look at companies with 5 million in EBITDA. Now they’re below a million in EBITDA. It is just a very, very trophy frothy M and A market. And so I think founders are probably getting pitched left, right, and center with all sorts of deals, you know, getting emails, unsolicited every five minutes about wanting to buy their business. So it’s a very it’s a very good time. I think, to be an owner right now.
Gene Hammett: So what is a critical thing that changes with evaluation. And I know it’s different by businesses, but let’s just kind of talk in generalities.
John Warrillow: Yeah. I mean, there are eight factors that we talk about that make your business, that acquirers really evaluate. When they’re looking at your business, recurring revenue, we’ve already talked about growth potential is a big one. You know, a lot of entrepreneurs that I talk to sort of have this vision that they are going to hold their business for as long as possible, sort of maximizing [00:05:00] its value at the very same moment, the economy kind of peaks in value, and then they’re going to sell and, and they have this sort of vision as, as to that being the goal. What’s reality though, is no, one’s that good at predicting obviously, but what will make a business more valuable is its growth potential. It’s one of the eight drivers. And so being able to tell an, acquire a look, you know, we’ve got 3% market share. Well, they hear is there’s another 97% market share to go acquire.
And so that’s a really important message for entrepreneurs to hear. If you, if you think of it in a farming analogy, if you, if you basically harvest all the wheat and then go try to sell your farm, the outsiders are gonna look at it. So, yeah, but you’ve basically got all the, you know, you’ve reached dollar reward, so you, you’ve got to show them that there’s a lot more potential in your company, right? Different than, you know, if you go to a bank and you make that yes, for a loan, they’ll make you do a business plan and the business plan to say like how much market share you do you have. And, and, and then the implication is that the more, the better you get more pricing authority with market share, but you also undermine the value of your [00:06:00] business market. And that’s one of the, one of the many ways business valuation is different than just running a good business. There, there are a few others that, that are important for, I think, owners to understand if their ultimate goal is to, is to sell.
Gene Hammett: One of the things that keep coming up with my client. Because they’re on the smaller side than most businesses, probably 20 million, 70 million is how much does the founder involved day to day when you guys are looking at, you know, helping companies and thinking about those things, what do you actually advise clients on? When, when you see a founder that’s critically involved in, in sales or marketing or any aspect of the business as it moves forward. Cause that, that has to have an impact on the value of the company, is that true?
John Warrillow: Yeah, no, absolutely. You know, it’s when, when you are, we call it hub and spoke, but when we’re, when you’re the centerpiece of your company and decisions only get made, when they come through you, it’s a very efficient way to run a business. And we talked to some founders and they’re almost proud of the fact that you know, the employee wants to vacation day. They approve it. If a customer wants a deal, they approve it. And they’re so [00:07:00] proud of how much that keeps them in control of their company. Yet. It also is one of the biggest detriments to the value of your business. What, what, what you actually want to do is structure it the opposite way so that decisions get can get made when you are not there. I’m reminded of a guy in an interviewed on built-to-sell radio. His name is Greg Alexander and he built a company called SBI sales benchmark index, a wonderful founder and entrepreneur.
When he started the company, he said, I’m going to build this sale effectively training company consultant company. But I’m going to do it from the beginning, without me as the hub and spoke leader. And again, in a professional services business, that’s very hard, most professional services business. The founders are very much the rainmakers in Greg’s case. He said, no, I’m going to, I’m going to hire, I mean, I’m going to be in the background. I’m going to be the, you know, the Charlie’s angels who was at Bosley was in the background. He’s never in the kind of for ground. And so we built it up $30 million in revenue. And when he went to sell it, he took that same vision through the sales process. He went and assigned his president, the person that would negotiate the sale of his business. When he sold [00:08:00] two things happen, one, he didn’t actually meet the people that acquired his business. It’s a $30 million company and he never face-to-face or over the phone, met the acquires. That’s how to which the gree delegated the negotiation to his president.
Number two, he got $163 million for a $30 million company. $30 million in revenue. Most professional services companies will be happy to trade about one times revenue, you got $163 million for that business. And a big part of that is because he wasn’t in the middle of it. It’s a huge lesson for a lot of owners who are up by the bootstraps, real kind of action, where you have people they’ve got to structure it. So it’s not dependent on them if they want to maximize the value.
Commentary: Now, hold on, John just mentioned something that decisions were made when you’re not in the room. It’s kind of sexy, right? Well, I don’t mean that in a weird way. It really is attractive to have your people empowered, to make decisions. If they keep coming back to you over and over, you may feel like you’re adding value to the organization and they really need you. But the real truth of this, if you want to maximize your value, you want to make sure that these people are [00:09:00] empowered to make decisions. And the more they’re empowered, the higher your value. How do you get there? Well, it takes powerful leadership. You’ve got to be a strong leader. You’ve gotta be able to not just get the work done, but you got to develop people that confidence, courage, all of that wrapped together is what makes you, who you are. Now. I say all this was, I work with this whole conversation over and over again. And I’d love to help you if I can just reach out to me at GeneHammett.com and schedule your call. Now, here is the rest of the interview with John.
Gene Hammett: Great story, John. I appreciate you sharing that. I want to ask you about common myths because I think that a lot of people misunderstand, you know, how to get a deal done and how to really sell your company. So what are the myths that get in the way of selling your company for the right price?
John Warrillow: I mean, a lot of people talk about. And, and, and EBITDA are the two kinds of driving forces of the value of your company. And again, I think revenue and EBITDA can be great measuring sticks, find it. If you’re in the Inc 5,000, then you know, know how much profit you’re making each year, they can be a great measuring stick. But I think revenue to a large extent is a kind of vanity [00:10:00] and value is sanity. I’ll give you an example. So one of the, the women I’ve interviewed on BitSight raised a woman named Stephanie Breedlove, a wonderful lady who built up a payroll company to pay nannies. So she targeted parents who had a nanny to pay and she got to about 300 grand in revenue. So it’s just Stephanie and one employee. And it was becoming harder for her to find parents had a nanny to pay. And she was kind of talking to consultants at the time and they were saying, oh, you got to cross-sell your existing customers a new service. I mean, that’s the fastest way you can grow your top line. You’re making $5. It’d be great cup. And, and, and that really wasn’t her vision. She had a vision of helping parents pay their nanny.
Yet the coaches and consultants were saying cross, sell, cross, sell, cross-sell. And so she was like, what else do parents need? I mean, they need meal delivery services and lawn care. And like all these others and several things that had nothing to do with your core proposition, long story short, she decides to ignore the kind of prevailing wisdom of cross-selling. And instead, focus on building her business the hard way she took 25 years to grow her business to [00:11:00] $9 million in revenue. 25 years. So this is not Tesla. This is not Google. This is a very slow growth company in the grand scheme of it. But what she did do is focus on her one thing, right? Payroll for nanny. So when she looked in the marketplace and said, who would want to buy this business? She identified care.com. Care.com is the Angie’s list of care providers, right? You plug in your zip code and it gives you your babysitters. Five-star rated well care had 7 million subscribers at the time that Breedlove approached them. 7 million parents. You have a nanny. People to pay. So Stephanie said, look, I’ve got 10,000 customers here. We do 9 million in revenue. Why don’t you buy my business? Because if you get 1% of your 7 million by my payroll service, that’s a company seven times our size, right? Imagine 2% long story short, she solar business, $54 million. It was a $9 million company. Most entrepreneurs taste, Rhett chase revenue to fuel that growth.
They give away equity and they end up in the day with pennies on the dollar, both in terms of the value of their company, because they’re chasing revenue and they’re diluted in what they’re offering. And they’ve got way too many shot stockholders [00:12:00] because they’ve thought of revenue as being their ultimate goal, right. They want to get on the Inc 5,000 list. That’s what’s going to make us fulfilled and happy and blah, blah, blah. It’s a wrong-headed move because in the end value is sanity. And Stephanie Breedlove sold a $9 million company for $54 million. It’s about the value. Not about the revenue.
I love the
Gene Hammett: fact that you share these stories because I think it gives us the context instead of just, you know, you talking in theory, giving us these examples. John. So if value is sanity, what really drives value when you’re working with, with all these companies that wanna sell?
John Warrillow: The recurring revenue is probably the biggest driver of value that you could focus on. It’s really completely transitioning virtually every industry right now. So, so private equity groups, one of their sort of plays is to identify companies that are working on the transaction business model. And what I mean by a transaction is, is, you know, you stimulate demand, you run advertising, you get people to buy, you make a transaction, and the next day you got do all over again. Right. That’s the transaction business model [00:13:00] subscription is where it’s kind of opt-out. They need to stop. They need to tell you to stop billing them more or yield. They’ll continue to build you. So we all know Netflix is an example, but industries from far, far away from technology are being transformed in this space. I got a chance to speak years ago to the car wash owners association. That’s pretty sexy stuff, but these are all guys and gals who own carwash it right. And they have traditionally thought of their business model as a real estate play.
Right? Like when I sell my carwash, it’s going to be just the value of the land underneath, which is an asset sale, which is the lowest possible form of selling your company. They’d implies no Goodwill implies no value of the business ongoing. It’s just going to be the dirt underneath the carwash. And private equity companies realize this. And they’re like, how can we add value to this industry? This very tired industry of washing cars. And they realized that they’re still using a transaction business model. And so what they did was said, look, we can transition this whole business into a subscription. And so now if you’ve been to a car wash lately, they probably pitched you on the unlimited plan, right? God comes in as many [00:14:00] times as you want during the month. And we’ll just pay you. We’ll bill you 30 bucks a month, 40 bucks a month. That’s completely revolutionizing the value of aviation of carwash businesses for private equity companies are coming in, buying them up for pennies on the dollar for the dirt underneath them.
And they’re transitioning them into a subscription-based company and getting multiples more akin to a recurring revenue business, multiples of revenue, as opposed to multiples of EBITDA or even multiples, or even just the value of the dirt. So again, that’s happening, dental practices and pharmacy. You name the industry. There are savvy private equity groups coming in and saying, these folks are still working on transaction business model, but let’s remake this into a subscription business model. That’s the single biggest driver of value of, of the eight that we measure. Recurring revenue is probably the biggest uptick.
Gene Hammett: I love all of these stories that you give us. I know I’ve said that a couple of times here, but I just want it to, it gives us that chance to really understand what you’re saying. I want to take this in a different direction and I’m sure you have nothing that surprises you, but every business is more than just their business model and more than just their market. You’re really, for lack of a [00:15:00] better word. You’re buying people, people are hard to, to hire and find and retain these days. What is she looking for in the entire, like, you know, people are coming in to buy this company? What are you looking for inside those companies that really make a company attractive as it relates to the people?
John Warrillow: Yeah. And again, I think this is, this is very important these days, given the economic environment we’re in right now, people are very hard to come by there. There’s very famous examples of acquihires where you’re making an acquisition in lieu of a hiring decision. And in essence, it’s instead of hiring a recruiter, And, and, you know, having the recruiter spend a year building out a team, they hire a company, they buy a company for its people and that’s, and that’s pretty common in, in particular, in technology among very small companies where you’re looking for a very specific skill set, that’s hard to recruit for. You know, the, the, the, the harder thing to find, I think, is something that you Excel at. And I know that you spend a lot of time with your clients talking about it, which is, which is, which is culture, which is a little harder to define sometimes more difficult. It’s a, it’s a delicate [00:16:00] cocktail and that’s one of the most important things to, to somehow maintain when an acquire buys a business. I was reminded a, of a woman I interviewed called Sherry Deutchman. She built a wonderful company. They did billing for hospitals and she tells a funny, funny story where, you know, in the very beginning she didn’t have enough money to buy a desk.
So she took a couple of saw horses and put her in like an old door. That was the kind of, you know, the extent to which she started with nothing. And she built this company up and, and, and in the early days, she was so committed to creating a culture of ownership that she started sharing profits with her employees, just two or three employees at the beginning and end her profits were pretty meager. So, you know, she would have this big kind of ceremony about the profit share and meeting once a week, once a month. And, and, you know, like she’d hand out checks for like all dollars and 48 cents, like $14. Tiny, but she built this company up and to her credit over years and years and years, the profit-sharing plan was foundational. Every employee got a piece of the profit-sharing plan. Many of her employees were hourly workers, very kind of low on the totem pole, so to speak. [00:17:00] And so she, these checks were starting to become significant, you know, line items. They were important to these employees, you know, $300 a month, a hundred dollars a month.
I mean, this was significant money for a lot of reasons. And she, anyway, long story short, she went to cellar company and she got seven times EBITDA. She got acquired by private equity. Private equity groups are can be great acquired, but they can also be very financial, almost mercenary, and their thinking. And they looked at P and L and they, they kind of looked at this line item for variable compensation. And they said, well, Sherry, I mean, you know, you’re spending, you know, 12% of, you know whatever Op ex was on this variable compensation, this, this employee rewards program you know, if we eliminated that we could move your EBITDA from X to Y and Sherry’s like, no, no, you can’t patch that, that, that is sacrosanct. I mean, many of our employees, and they said, yeah, but you’re not seeing the big picture here, Sherry. We could move it from X to Y if we just, it was a long story. Short, private equity companies got rid of employee stock ownership. It was one of the first and many moves they made to basically hollow out the [00:18:00] culture, this delicate kind of alchemy that she had created.
When I interviewed her, she had gone from 52 employees. She’d left the company because she couldn’t see couldn’t bear watching it pick art from the vultures. I think they had six or seven employees left of the 50 or so that she had, when she sold the culture had been completely ruined by looking at the business as simply a mercenary would look at a financial transaction. So I think that’s one of the most important things. Both sellers to merchandise your culture, but also requires to really understand, like, what am I buying and what are the transferable elements of this culture that I could inherit. And what’s what is the explosive behind, underneath the hood that could, that could undermine it completely?
Commentary: A few minutes ago, John was talking about a culture of ownership. A lot of people think that you have to have stock options and equity and profit-sharing to be able to create this culture of ownership. And it does help, but actually, there’s some more important elements that create ownership across the organization. It’s things like mission, vision, and values, inclusion, and transparency and empowerment, all of [00:19:00] those things factor together. Plus a few other things that are the special sauce inside of this idea of ownership. But here’s the reality. There’s a very big difference and people taking responsibility for their work and those that take ownership responsibility is a transaction. It is trading their work for your pay. But when you think about ownership, it’s not transactional. It’s actually, long-term, it’s very much focused on an internal drive because it’s a part of who they are, their identity that is a powerful leadership, inspiring ownership across the organization is what I hope you aspire to. I can help you figure out the pieces of that what to focus on first, all you have to do is reach out to me. My email is [email protected]. Look forward to talking to you. Now back to John.
Gene Hammett: I want to ask you one follow-up question on this and it relates to culture, but it’s, it’s something that I talk about with my, any of my clients who are purchasing and whatnot. What is the plan to join these cultures together? Because after the fact that’s one of the biggest dangers of a company falling apart because you’re buying it based on some value. But if that value doesn’t translate into the real world, like the example you just gave us, [00:20:00] what do you, what do you think you should focus on when you’re combining culture and getting a deal that’s already done to realize the potential of that?
John Warrillow: Don’t incentivize the seller with the earn-out. The number one way deals get done today and has through the history of time is with an earn-out, right? The seller agrees to take some money upfront and then a second or third traunch payment in the future. If that company reaches a certain set of goals that the acquire wants them to achieve as a division of their business, it’s the way most companies, especially service businesses are bought and sold. The problem with earn-outs is that by their very nature, you’re effectively pitting the founder, the seller. Against the acquire a company, right? At every turn, the acquiring company is going to want to integrate the business that they bought to take advantage of all the, you know, the strategic value they’ve created and the seller is going to want to do exactly the opposite.
They’re going to want to hit their earn-out at all costs. And in every, no, every sir juncture, they’re going to be friction points. And that’s where culture starts to break down. When the old when the founder or the seller is trying to frantically hit her [00:21:00] earn-out at the same time that the acquiring company wants to integrate that business. And so this happens all the time and it’s one of the reasons most founders never last their earn-out. They never stick around and why money, many cultures fail to gel in the early days. It’s not out of some, you know, unwillingness for employees to need and to connect with new people. In most cases, it’s the founder and founder-like businesses.
That is, is, is really, you know, trying to achieve a financial metric that is in, in contravention or contradiction with what the acquirer is looking to do. So, you know, unless they’re obviously in a professional services company where the assets go up and down the elevator, every night is the day, but what will be said, you kind of have to keep the founders around, but I think the other way do that other than, then an earn-out think if the goal is to integrate, then, then don’t use an earn-out in order to buy a company.
Gene Hammett: Some fresh information therefore, I’ve talked to a lot of people after the fact and they look back on those earn-outs and they’re like manage it’s did it fall apart for this? And I’m sure it fell apart.
John Warrillow: It’s [00:22:00] toxic for everybody. I mean, the founder has come from a period of being like deciding everything for themselves, running by the seat of their pants. All of a sudden they’re, they’re reporting to a middle manager at a regional office. That’s reporting to the president of the general man. I mean, it’s a disaster. It’s totally kin to who they are as a person. And they’re free. Generally, all founders are. Free spirit, you know, action-oriented people. And the idea of working in the bowels of some bureaucratic organization is just been a theme of who they are as a person. So they kind of plug their nose and do it for a year or two, but it’s generally a disaster. I remember I interviewed the guy who founded zero Rod Drury, zero being the big unicorn. Yeah. We’re competing with QuickBooks and the accounting space. Right? And I talked to rod about his last business, a company called aftermath, which he sold in order to get the money to start zero. And I had him describe the story.
He said, well, after the mail was acquired, it was, it was helping a big fortune 500 company to archive email among others things. And so when he sold, he sold to quest software and Rod had a couple of kind of [00:23:00] original clients. And he, the basic quest said, look, we’ve got the whole fortune 500 list. Why don’t we, you know, why don’t you go sell to the rest of our customer list? And so rod got a deal, which was, if memory serves, it was trumpeted as a $35 million deal, which he sold after mail four. But actually, it was more like 15 upfront and the potential for another 20. And an earn-out now rod was a young guy time. So at 15 million bucks in his jeans, I mean, all of a sudden his world is completely like an upside down. I mean, he is, he is absolutely rich beyond his ever, you know, his imagination. He’s got $15 million in his pocket and like most people where that happens too, he kind of lets off a little steam and enjoys himself. And celebrates the, when a few months go by, he realized, man, I got to get my nose to the grindstone here.
I’ve got to start to make my earn-out to get that other 20 million. By that time, the ship had kind of sailed the way earn-out deals are structured as you like, it’s like downhill ski racing, you know, each gate opens up a new budget. Right. And so you miss a gate like a sales gate. You’re not going to get the budget to hit the next gate and like a slalom ski racer. You miss a gate, the [00:24:00] race is over. And so rod missed his first gate. His first budget never hit nine months later. He left west having never received a dime of his earn-out. And so walked away from effectively $20 million. Now, does Rod regret it? No, because he went on to start zero and you know, the rest is history, but it’s a really important lesson I think. And the fact that most founders, especially founders, people who were managing a business, Rod isn’t any different, most founders just are not well suited to work as managers in big companies. It’s just not how they’re wired.
Gene Hammett: Appreciate you being here, John sharing with us your newest book out. Let me get to my notes. The, oh, I took so much notes. The art of selling your business. You’re also known for built to sell and that other book that I didn’t know, the automatic customer, I get that right.
John Warrillow: You got it.
Gene Hammett: Perfect. Well, thank you for being here and sharing your wisdom.
John Warrillow: Thanks, Gene.
Gene Hammett: Another great episode here on the podcast. We love interviewing authors about what’s going on in the world out there. We bring on special experts every once in a while to let you hear from them, they get to see a broad variety of different people. And John is a perfect [00:25:00] example of that. If you want to sell your business, you might want to look out for some of the books he has just to prepare yourself. If you’re really curious about what is next for your own leadership. And we’ve talked about some things that really are interesting to you to start working on like the ownership or leading where people are empowered and you don’t have to micromanage them that hub and spoke model. We want to make sure that we get on the phone together.
When we talk about your business in a really different way, you have more insight around what’s next. You know, what’s getting in your way. We have the kind of conversation that you don’t have with your executive team, your board, your investors. Or your significant other, these conversations are what will be the catalyst for your growth will help you figure out what is next. All you have to do is go to GeneHammett.com and schedule a call.
My love and joy for working with owners, just like you is to really help them see with clarity what’s next. And you have a really solid understanding of what’s next. You’ll be able to access. Probably like a champ. That’s what you’re best at. And most of the time, people don’t know exactly where to point that execution at. So that’s my 2 cents [00:26:00] here.
When you think of growth and you think of leadership, think of Growth Think Tank. As always lead with courage. We’ll see you next time.
Disclaimer: This transcript was created using YouTube’s translator tool and that may mean that some of the words, grammar, and typos come from a misinterpretation of the video.
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