00;00;06;14 - 00;00;30;29

Unknown

Welcome to the Profit First for Real Estate Investing podcast. Every week we bring you top investors and experts sharing how they create clarity, cash flow and consistent profit. This episode is brought to you by simple CFO. Profit first. Profit always. Let's go have a very special guest today on the Profit First podcast, Megan Huber. And this is a topic that does not get talked about enough.

00;00;31;02 - 00;00;53;16

Unknown

I really need you as a real estate investor, a business owner, to grasp this concept, because if you learn what you what she teaches, you can make more money and keep more money because it's one area of the business that's an actual role inside of the business that a lot of people don't think about. Or if they do, they're thinking about it in a way that's not really netting them cash.

00;00;53;21 - 00;01;18;13

Unknown

But if you do it like Megan talks about on this episode is incredible because she breaks it down very simply to be able to put more money in your pocket with this very specific role, I want you to listen to go back, take notes, but then grab what you can from here and say, okay, how can I implement this in my business right away, whether I start doing it or if I need to hire specifically for it, or someone on the team is already a great fit for what she talks about.

00;01;18;15 - 00;01;37;24

Unknown

Enjoy the episode and make sure you keep more cash after this one, because it's a great one. Welcome back to the First Real podcast. I'm your host, David Richter, and we have Megan Huber today, which I've heard her talk several times. And this is an area where most people talk about or think about, but then they don't focus on it.

00;01;37;28 - 00;01;54;02

Unknown

It's usually like, how do I just stuff more revenue into the top of the funnel? How do I get more deals or more leads or more whatever? And then at the end of the day, they're losing a bunch of money at the bottom. So Megan is an expert in her area of client success. So I'm really excited about this today.

00;01;54;02 - 00;02;19;00

Unknown

Megan, thanks for being on the show. Thanks for having me. I'm excited. So client success, we could go into your background, but let's just hit the ground running. Then we might get your background in some of these answers. But if a real estate investor is listening to this podcast and they hear the term client success, they might be thinking tech, SaaS, you know, like the online companies, but maybe not in their property management or investing business.

00;02;19;00 - 00;02;45;28

Unknown

How would you view client success in a real estate investing company? So great question. You know, there's lots of different industries and fields in the world. And so this is a very common question that I get, and I want to remind everybody that client success, the philosophy of client success, and the role that it plays in any type of company, no matter the industry or the field, the principles apply no matter what.

00;02;46;00 - 00;03;12;02

Unknown

So yes, are there nuances to how how the client success function operates in tech and SaaS versus high ticket coaching versus real estate investing versus attacks or accounting firm? Yes, there are nuances, because the way that you work with a customer or client might look a little different. Your offer, your service or your product might look a little bit different.

00;03;12;06 - 00;03;34;16

Unknown

But the principles apply across the board. And at the end of the day, the purpose of client success. And we can we can get into like, what do we call this person? What do we call this function inside of a company? For sure, because not everybody uses that terminology of client success. But at the end of the day, it is taking care of your customers and clients from the following perspectives.

00;03;34;19 - 00;03;55;19

Unknown

What is the customer's very specific goal like? Why are they? Why are they there? Why are they buying? What do they want to get out of it? And it's facilitating and leading that person to actually reach the goal that they said they wanted, not our goal for them. So it's are we helping them actually get the result or the outcome that came for?

00;03;55;22 - 00;04;20;16

Unknown

And number two, are we making sure that they have a really great experience? Those are two different things. Somebody could get the result they wanted but have a horrible experience getting there. Like maybe the product or the service was inconvenient or the the company wasn't very good at communicating, or the client or customer had to constantly reach out to get what they needed.

00;04;20;17 - 00;04;40;24

Unknown

Right. That's not a great experience, but they could have gotten their result. And the flip side, somebody could have a wonderful experience, but it takes forever to get the result, or the result never actually comes through. We want to marry both of those together. So at the end of the day, that is the purpose of client success. Did the client get the result they came for?

00;04;41;01 - 00;05;01;09

Unknown

Did they have a great experience? So our job in the client success world is to make sure those two things are happening. We are very much building a relationship. We are adding value to the customer. We're building trust with the customer, and we're the ones who are responsible for making sure that they're actually getting the result they came for and had that great experience.

00;05;01;12 - 00;05;24;20

Unknown

Okay. No, I like that. So in the real estate investing space, sounds like there's they've got the opportunity to have several different types of customers or clients really. It's really what when they buy a property, it's that seller. When they sell the property, it's their buyers, which you could have repeat on either one of those, whether it's your acquiring properties or you're selling the properties.

00;05;24;21 - 00;05;52;03

Unknown

Would you think tenants as well too? Is that like a category? I would think so. I would think so. And you know, we we do have a lot of technology. We have automation, we have AI, I do, and we need to be using those things for sure. But I still think it's so important that you have a human being on your team who is responsible for intervening when it's necessary to intervene.

00;05;52;10 - 00;06;23;05

Unknown

So let tech do its job, let automation do its job, let AI do its job. But at the end of the day, when behaviors and habits or results are not happening on the timeline, we want them to. If progress isn't being made, if we're not seeing the right behaviors and habits from the customer or client, and we see that person drifting away, we need a human being to come in and be able to discern all that data and all that information.

00;06;23;13 - 00;06;51;02

Unknown

Who has the relationship with the person? And that person has to make a strategic decision and tap into their wisdom and their empathy and reach out and no, okay, what is the intervention going to be so that we can get this customer client back on track? So your client success team member needs to really understand that. Now, what you can use AI for is let AI do a lot of the tracking.

00;06;51;02 - 00;07;19;28

Unknown

Let AI tell like look at the patterns that are happening here. Let AI again do all the automation, automate the communication. You can. But again, like AI doesn't know much about human behavior or how to intervene with that. So that's you know, why you need to have a human being in that position. Okay. Would you say that client success is more of a role or of a philosophy inside of the company, or both?

00;07;19;29 - 00;07;38;21

Unknown

I don't know, because what if you have a transaction coordinator who's trying to save the deal, but obviously they need a little bit of like that mindset it sounds like, because like they could email or they could call, you know, and like that's a decision between, you know, having that philosophy or not. So I'm like, do you just have a person or do you teach us to everyone on the team?

00;07;38;23 - 00;08;04;26

Unknown

Just curious. That's I'm really glad you asked that question. I was actually thinking about this this morning. I was thinking about, a social media, a piece of content that I wanted to write this morning because oftentimes, whoever is overseeing the client success function in a company, they are very much kind of left alone. And they they're kind of on this island and they're almost like they're very undervalued.

00;08;04;29 - 00;08;32;16

Unknown

It's a very undervalued position, and they're kind of like ignored by every other function in the company. And your client success individual is the person who knows your customer better than anybody else in the company, because they're the one who's building the relationship. So they should be feeding everybody else in the company very important information. So it is a person.

00;08;32;16 - 00;08;55;29

Unknown

Client success is a function. It is a department in the company that you do have to have at least one individual in that department, depending on the size and scope of the company. But it also should be a company wide philosophy, because you can't just have this one person who's the voice of the customer, and they're the only one who thinks that the success of the customer and how we're serving the customer is important.

00;08;56;02 - 00;09;23;20

Unknown

Because if we only have that person who thinks it's important and nobody else in the company thinks that is an important role or an important functionality, then we don't actually have a client centric company. So when who does that start with? That starts with the founder. It starts with the owner. So you do want to have a top down client success philosophy that infiltrates every department and every team member.

00;09;23;25 - 00;09;50;04

Unknown

And you want to include your client success team in very important conversations that are like high impact conversations. Another reason why that's really important is because your client success function is actually overseeing four out of the five types of sales that any company is doing, and it doesn't matter what the industry is. So if we look at the five different types of sales, new customers is only one.

00;09;50;06 - 00;10;10;06

Unknown

And typically your client success individual, that team member, they're not bringing in new customers. Usually they're not. But that's only one out of five types of sales. The others are we reactivating past clients? Are we asking for referrals? Are we getting people to be a repeat buyer? Are we selling them other things that we could be selling them?

00;10;10;07 - 00;10;35;00

Unknown

Well, who's responsible for that? Typically, your client success person is responsible for that. Why? Because they have the best relationship with the customer so they know exactly what the customer needs next. And it's a very natural type of conversation. It's not the same as a more of a transactional front end. Sales conversation is super natural. I mean, it can it doesn't even have to happen in a conversation.

00;10;35;01 - 00;11;05;15

Unknown

I mean, it could happen over text. It's really easy. But this person has the potential to bring in an insane amount of revenue to the company, especially with reactivating past customers that did business with you at one time. Oftentimes, that is one of the most forgotten streams of income in a company and something that we're actually seeing. We've been seeing this for about two years now, that a large percentage of revenue coming into companies right now, it is through reactivation of past customers.

00;11;05;17 - 00;11;27;23

Unknown

Well, who's paying attention to those people who staying in touch with those people whose continuing to give value to those people. So we have this natural invitation for them to come back in to the ecosystem when that makes sense. You've got to have somebody who's keeping up with that. Yeah, I like that a lot. So and I think for a real estate investing company, this is something that doesn't really get talked about much.

00;11;28;01 - 00;11;54;20

Unknown

And I think that there's a lot of money that's being kept on the table, because if you're working hard to get leads in the door and you have these clients that you've worked with in the past, whether it's buy or sell or, you know, all the different avenues of real estate, that this is a great role that could really help them get more profit and more revenue from what they've already done, and really going through and making sure that their systems are all good to be able to get that, you know, person reactivated.

00;11;54;20 - 00;12;11;23

Unknown

So I really like that. It did make me think, though. Do you get this a lot, this question a lot. What's the difference then if someone's listening to this like client success sounds a lot like customer service. Like, are you just telling me I need customer service inside of my company? Or what are you talking about here? So just wondering if you get that question a bit.

00;12;11;25 - 00;12;34;07

Unknown

I do, and I think there's a lot of confusion around that. Yeah. I do not believe they are the same. I think that customer service, customer service could either fall under your operations department. It could fall under your client success department. It can. Yeah. Typically we like I think the easiest way to understand the difference is customer service is typically very reactive.

00;12;34;09 - 00;12;55;19

Unknown

You know, they're answering a lot of emails. They're communicating with customers and clients that are already very frustrated and disgruntled. And they are putting on a lot of fires. And so oftentimes we'll see people hire a customer service person. They don't need them to be strategic. They don't need them to be a strategic thinker. They don't need them to be a leader in the company.

00;12;55;22 - 00;13;20;10

Unknown

They don't need them really overseeing anything. And it's almost like this step above just being a good enough administrator, a good enough people person who could just take a bunch of hits from angry customers who aren't getting what they want. Okay, right. That is not client success. You don't want your client success person doing that all day. Your client's success person does need to be a strategic thinker.

00;13;20;12 - 00;13;50;17

Unknown

They do need to be stepping up as a leader in your company rather than being reactive. They are very proactive because they need to be able to orchestrate, design, lead, and steward the entire client journey from the point of the sale onward. So they've got to be able to think at a much higher level than, oh, I'm just going to sit here all day and on the weekends and answer the phone lines and emails from pissed off people.

00;13;50;24 - 00;14;18;22

Unknown

That's not client success, that's customer service. Client success is doing much higher level work. But I think the most important thing is this person has to be a strategic thinker, and they are the designer of the whole client journey. And they have to understand two important layers of that. One is operational. So there's an operational layer to client success and the client journey after the sale.

00;14;18;24 - 00;14;45;19

Unknown

There's also a psychological layer. And they have to understand human behavior. They have to understand human psychology. They have to understand what is going through someone's mind right after the sale, like 24 hours later, what's going through their mind? Buyer's remorse is what's going through their mind. Did I make the right decision as going through their mind? Do these people even know what I'm looking for and by wind is going through their mind?

00;14;45;21 - 00;15;02;00

Unknown

Am I going to get what I want here? Do I know what happens next? Do I know what to do next? Do I know what steps to take next? Like so many questions are going through a customer's mind. And that's just in the first 24 to 48 hours, let alone the next month, three months, six months, a year.

00;15;02;07 - 00;15;22;04

Unknown

You've got to understand the ebb and flow of what's going on in the mind of the client, and you need to understand what's going to go through their mind before it actually goes through their mind. So then you got to be the designer of again, like operationally communication. What are we putting in place because we're thinking ten steps ahead of the customer.

00;15;22;08 - 00;15;42;26

Unknown

And we want to make sure they don't have to ask themselves the question, what am I supposed to do next? What am I waiting for? What should be happening now? Did I make the right decision? You should be overcoming all of that before those questions even enter their mind. A customer service rep isn't thinking that way. Quick pause from the episode.

00;15;43;00 - 00;16;01;02

Unknown

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00;16;01;08 - 00;16;29;15

Unknown

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00;16;29;15 - 00;16;55;00

Unknown

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00;16;55;04 - 00;17;22;02

Unknown

Pay for a workbook.com. Go get them. Make more profit. All right back to the episode. Right. Because they don't need to know I like that. It's really the difference between, like you said, proactivity versus reactivity, that they're a strategic thinker. And I like how you said they're thinking about the whole process from beginning to, you know, for as long as you keep them and you'll keep the longer if you have someone thinking about that process the whole time and really keeping them engaged.

00;17;22;02 - 00;17;46;10

Unknown

So yeah, because they're thinking from, okay, the point of the sale, we've got to get this person activated. And what what is this person need to do? What's their behavior? What habits do we want them to develop? Like what do we need them to do to get quick wins and activate them? How are we acclimating them to the process and how we function here and what what we need them to do so they actually get the result.

00;17;46;12 - 00;18;11;27

Unknown

Then you've got to help them like read like accomplish. What's the what do they accomplishing? How do we get them there. How are we communicating to them that progress is being made? How do we help them see visually that progress is being made? Then we're thinking all the way through to advocacy, which is this person is so happy they're getting such great results that they are becoming a review, a testimonial, a case study, whatever you call it.

00;18;12;04 - 00;18;35;07

Unknown

And then they're bringing other people in, right? Like they're becoming like a great referral source for us. So you've got to be thinking, what's going to get someone from the initial sale all the way through to we ultimately want this person to be bringing us new customers in, ideally without us even having to ask, but that that does not happen by accident, that happens by design.

00;18;35;13 - 00;18;54;22

Unknown

And so you're the one the client success person has to design that, then they have to facilitate that actually happening. And the business owner doesn't have time to do that. Right. Like that's that's not the business owners job. To do that they need to be in communication with the client success person or whatever that title is, but they don't have time to do that.

00;18;54;24 - 00;19;16;06

Unknown

Okay. Now I like that. Making sure you have someone in that seat that really does take care of it. And it's by design that people will leave reviews or to be intentional about, because one of the things that you talk about is like building that upsell machine where it doesn't feel like you're being salesy. And I feel like that's part of this process, like you're being designed and intentional.

00;19;16;06 - 00;19;42;02

Unknown

Do you want to talk about that? Because then you're actually getting more revenue without having new clients coming in. You're just building from the base you have. Yeah. And look, every time I talk about this, I do want to say when we talk about the other, like the four Rs that are the reactivation, the resells, it's basically how am I generating revenue from the current customers I already have and the past customers that I used to have.

00;19;42;03 - 00;20;02;25

Unknown

Okay. So that does not what we're not we're not saying, oh, you don't need to bring in new leads. Oh, you don't need to bring in new customers. A lot of people do fight me on that. And they're like, yeah, but, you know, reactivating past customers and taking care of your current customers, that would be nice. But if you're not making any sales and getting any leads like, none of this even matters.

00;20;02;28 - 00;20;26;03

Unknown

And the point is it's a both and right. It's a both. And you should constantly keep your pipeline full. You should constantly be managing relationships. And that's what this is really about. It's about managing relationships all the way through the funnel. It's relationship management. And ultimately that's what your client success person is doing. Their job is to manage relationships.

00;20;26;03 - 00;20;50;00

Unknown

Like if we want to boil it down into its most simple form, they're managing relationships, which there's a lot of factors to managing relationships, building trust, adding value, making sure they're getting results, being a communicator, being proactive, all those things. It's a very natural lead into if somebody gets results, but not just any result, like what's the what's the result they wanted?

00;20;50;00 - 00;21;14;21

Unknown

And you find that out and they actually got it and they had a great experience and you delivered what you said you were going to deliver. And then some and their expectations were met then it's a very natural lead into repeat business. But again, sometimes that repeat business isn't. I think this is what we have to remember. Repeat business isn't just going to happen on its own either.

00;21;14;24 - 00;21;32;02

Unknown

Yeah. And that's important for us to recognize. Sure, some people are going to be like, when are we doing our next deal? Yeah, there are people are going to get it. But also you have to ask, so it's just like any sale, when you make your initial sale, you have to ask for the sale. You still have to make the offer.

00;21;32;04 - 00;21;50;10

Unknown

You still have to ask for it. You still have to close it. That's still that's still needs to happen with your current and your past customers. You still have to ask for it. You still have to present the offer to them. But if we've done our job and we've done our job exceptionally well, those conversations are very, very simple.

00;21;50;12 - 00;22;15;25

Unknown

And you know, something else that your client success person is doing is they do need to go in about every 90 days and really analyze the four hours. Let's go do an audit of retention, renewals, reactivation, upsells and referrals. And let's see where we're at. Then let's see which one of these four categories do we have the greatest opportunity.

00;22;15;25 - 00;22;33;27

Unknown

And to maximize our revenue right now, whether that's for the next 30, 60, 90 days. And then you go all in on that one thing for the next 30, 60, 90 days. Then you do another evaluation because you're not going to try to tackle like, we're going to go all in on all four of these for the next 90 days.

00;22;34;00 - 00;22;52;19

Unknown

That's not going to happen. Yeah. But if you kind of break it up and like really hone in and focus on that, I mean, there's a lot of money, there's a lot of money sitting on the table and just floating out there to the tune of depending on size of company, like multiple six figures to seven figures a year.

00;22;52;27 - 00;23;15;07

Unknown

Just like that, is not it? You're not getting it. It's there. You're not getting it at all, because there's so much focus just on bringing the new customer in. And again, you're never going to stop focusing on that. But there's a whole lot of there's a lot of money over here in this other category on the other side of the client journey that nobody's going after at all.

00;23;15;10 - 00;23;39;18

Unknown

Yeah. This is are you reading my notes? Because I think you just answered my next question because what you just said, that was great. But because I was going to ask, okay, you've got these different hours and, you know, like the retention, renewals, referrals, reactivation, you know, the upsells, things like that. I wondered for an investor, I was going to ask you, which one should they fix first, like out of those ones.

00;23;39;18 - 00;24;00;06

Unknown

But from what you just said, what I gathered is whatever is most important to them or like what's the top priority for them and what would make the most sense to them? Because for a fixing flipper, it might be different than a wholesale. Or like if they're buying hold, then obviously it's like maybe keeping that tenant longer or, you know, like helping them make sure that they have it all filled or whatever it might be with what they already have to work with.

00;24;00;09 - 00;24;19;14

Unknown

So it's not necessarily one area. It's whatever matters. Most of them did. I did I get that right from what you just said? Exactly right. And don't yes. Don't just get to assume it's just like you go audit your marketing. Right. Like everybody. Everybody. No you're not to everybody. It's like, go out at your marketing. Let's see where the gap is.

00;24;19;16 - 00;24;39;24

Unknown

If it in Legion, is it quality of leads. Is it you know, is it the conversion. Like where on that side of the client journey. Like everybody could like spot exactly where the problem is. You got to do the same thing on this side of the client journey. So again you've got to go look at the numbers. You have to figure out what's working what's not working.

00;24;39;29 - 00;24;58;11

Unknown

What do we need to double down on right now. And I always like looking at like what is the simplest, easiest path of least resistance that's going to require the least amount of time and effort for us to go all in on for the next 30, 60, 90 days. Yeah, maybe it's referrals. Like, are you asking for a furloughs?

00;24;58;11 - 00;25;22;17

Unknown

How many referrals are you getting? How many clients do you have that are happy. And it makes. So if all signs point to gosh, next 90 days, let's just double down on referrals and see how many of those we can get. Like then do it. So it just depends on phase and stage of business. Got to go do a little bit of an evaluation, and see what comes to the surface, and then make a decision and go all in on it.

00;25;22;17 - 00;25;47;12

Unknown

And then then you got to audit it again the next 90 days and maybe the next 90 days. It's like, wow, look how many past clients we've had. Maybe it's like 250 and we don't even have a newsletter going out to them. We don't even have a touch point for them, because when you think about it, the way you talk to a brand new customer who's never done business with you before is different than how you're going to talk to a past customer who does have experience doing business with you before.

00;25;47;15 - 00;26;08;06

Unknown

It's a different kind of conversation that's different language, that's a different approach. So who's talking to them? Who's continuing to give them value? Who's keeping up with them? You know, like if you've got 250 people sitting out there that aren't really being touched, there's a lot of money sitting in that group of people. Yeah. No, I like that.

00;26;08;06 - 00;26;29;11

Unknown

I like that a lot. So it's looking at the numbers because obviously I'm a big fan of knowing your numbers, knowing the numbers on that back and not just the front end, not just like, okay. Am I getting leads in the door? But like how much? Which of these areas would it make the most sense? And which is the the quickest speed to the actual revenue coming in the door and the lowest barrier so that we can get one of those functioning right away?

00;26;29;16 - 00;26;47;28

Unknown

Yeah. What I also heard you say before is over 90 days. Pick one of those areas and just go deep into it and really, you know, dive deep into it to make sure you're getting the revenue from it that you can. So yes. Okay. And this is what justifies the cost of a person in this role. You are reading my notes.

00;26;48;00 - 00;27;09;16

Unknown

So this is ridiculous. I don't even have my notes up there. But she's answering my next question. Yeah. I can't see your notes. Like, look, I've been talking about the topic, like just solely talking about this topic of client success. For five years. I've been doing this role a lot longer, but just in my marketing message, talking about it for five years.

00;27;09;18 - 00;27;44;17

Unknown

And in the beginning, you know, I would tend to talk a little bit more about, like the functionality of the role and the importance of the role and blah, blah, blah. And it was kind of like talking to a brick wall sometimes. And then I finally figured out, wait a minute. I've got to connect this to dollars and cents for people, because this is typically going to be a position in a company that either the company doesn't realize is even a position that exists, okay, or they do know it.

00;27;44;21 - 00;28;03;18

Unknown

And there's some confusion around they think it's customer service, but it's not. Yeah. Or they think it's not important to have marketing and sales. And that's like a lot of people are just like so focused on marketing and selling that for all their dollars are going. But then what they're missing is the four hours that we've been talking about.

00;28;03;24 - 00;28;27;26

Unknown

Yep. This person, if you look at it, they're responsible for 80% of the revenue that could possibly be coming. It like 80% of your sales type of sales that are coming in 80%. Your marketing and sales is really only focusing on new customers. That's one out of five. That's 20%. So this position should not be seen as a cost center for your company.

00;28;27;26 - 00;28;49;03

Unknown

It should be seen as a profit center because this position needs to be connected to. Did you bring in referrals? Did you reactivate past people? Did you renew? Did you make another sale with a current client? Did you upsell them into something else? Did you cross sell them into something else? Like are we actually keeping people here to return again and again and again and again?

00;28;49;07 - 00;29;11;14

Unknown

You should also be incentivizing this person, right? They should have a whole bonus structure doesn't have to look the same as it does for a sales person. But this position is not costing you a cent, because they should be bringing in hundreds of thousands of dollars to your company every single year. Yeah. Okay. So that does make me want to ask because you kind of answered it there.

00;29;11;16 - 00;29;28;20

Unknown

But I did want to ask if someone's a newer investor and they're getting off the ground. Maybe it's their first year or their second year. So maybe they have an assistant, maybe they have one acquisitions person or whatnot. Would you say, when would you say is an appropriate time to bring someone like this on, like immediately right away?

00;29;28;21 - 00;29;58;19

Unknown

Or like, I don't know, is there a certain dollar amount that you're looking for first? So that way they have enough past things that they could dive deeper into a client base? I don't know, do you have a good answer for that one? I think it depends. There are certain experts out there that will tell you hire marketing first, then hire for sales, then hire well, like hire an EA first, then higher marketing, then higher sales, then hire someone for customer delivery.

00;29;58;27 - 00;30;25;09

Unknown

Taking care of your clients client success for lack of a better phrase then other experts out there. And when I say experts, I mean like, you know, eight figure, nine figure business. Yeah. Consultants. Right. Then there are some people out there who have that flipped. And so they say hire for client success, customer fulfillment, whatever terminology you use and then go up the ladder.

00;30;25;13 - 00;31;02;00

Unknown

So I think it depends. I will say this if you are very, very involved with delivering what needs to be delivered to the customer and the client, whatever that looks like, and it looks different for investors versus the SaaS person versus the high ticket coach, whatever. If a lot of your time is going to taking care of clients and communicating with clients and ensuring that clients are successful and they're getting the results that they want, and that is taking you away from driving revenue and driving the growth of the company.

00;31;02;03 - 00;31;23;22

Unknown

Then it would benefit you to have someone in this position. Now. You also don't have to hire them full time. I mean, in my company, one of our offers is a certification. So we certify people to be able to do this. And my first hire was a client success person. Now I only hired her for ten hours a week.

00;31;23;25 - 00;31;45;21

Unknown

I don't need her for more of that time, but she handles every single ounce of anything that my clients need. I show up and I deliver to our once a week calls. That's it. Because I need to drive revenue growth. She cannot be a podcast guest for me. She cannot go speak on a speaker. She cannot go higher team for me.

00;31;45;21 - 00;32;07;03

Unknown

She can't train team for me. She's not my front end sales person. She's not building relationships with strategic partners. I have to do all of that, create the I got to grow the company, but I need someone to take such exceptional care of the people who've already paid us, because I need them to get an incredible result, because I need them to give us an incredible review.

00;32;07;04 - 00;32;28;26

Unknown

Because I need them to help us bring more customers in. Because if my clients and customers are getting excellent results, I become the name that is spoken when anybody talks about client success. I want my name spoken in other rooms that I don't even exist in yet. Because I deliver excellent work. I need those people getting results. I need them making progress.

00;32;28;26 - 00;32;45;23

Unknown

I need them implementing what they need to be implementing, and I need them to get certified. I do not have the time to be sitting back here, handling all the communication and answering all the questions, and architecting how onboarding is going to go. Now, I'm an expert in that. Could I do it? I can do all of that.

00;32;45;29 - 00;33;05;29

Unknown

But then what happens is I'm sitting here behind my computer and my face isn't front facing with the market. So if you're doing activities that are pulling you away from being front facing with the market, and you're getting pulled into a lot of client issues and solving client problems and all of that, you need to hire for this person.

00;33;05;29 - 00;33;27;18

Unknown

And they could be fractional, they could be part time, they can be full time. But right out of the gate when you hire them, they need to understand that their position is going to be attached to KPIs and that they are still responsible for in-house sales. And that, I mean, ideally you want each one of your team members, I think, bringing in about three times what you're paying them.

00;33;27;23 - 00;33;48;10

Unknown

So that needs to be they need to be made very well aware of that, that in the very beginning. So you're not just hiring someone and it becomes a cost for you again. They've got to bring money into the company. Yeah. No, I love this. This is it's been a great conversation because I think a lot of people, if you're listening to this and you're listening to my podcast, you want to be a better business owner.

00;33;48;11 - 00;34;06;18

Unknown

This is what business owners do. They hire for the long term, not just for the short term revenue hit. They hire this for the long term to be able to have actual net profit. And this is a seat and a role that increases the net profitability and the margin of your company. So that's why I had Megan on today because she she got to me.

00;34;06;18 - 00;34;23;19

Unknown

She straddles the fence of like she helps you make money, but then she also helps you keep money as well to where that could be money that could have gone out the door, or money that you can capture and recapture, not just making new sales, which it's part of that as well too, with referrals and whatnot. So this has been an awesome episode.

00;34;23;19 - 00;34;50;01

Unknown

So if people want to connect with you, how do they connect with you? Megan I mean, I'll be honest, the easiest place to connect with me is on Facebook. Okay, there you go. I turn on Facebook. I, I've been growing my business on Facebook since like 2013, and I am on Facebook Messenger a lot. I do a lot of business in the DM's, which is another place to do business with customers, especially your current customers, because everybody's on social media.

00;34;50;01 - 00;35;10;16

Unknown

So Megan J Huber is my handle. I will answer anything. Just shoot me a message. Awesome. Do you have a website as well? If they want to check out? Yeah, just you in general. Yeah. Website is client Success alliance.com. Awesome. So there it is. If you're on YouTube you can see the banner. If you're listening to this on the podcast go watch our YouTube channel sometime.

00;35;10;18 - 00;35;25;29

Unknown

It's right there. Client Success Alliance. Com. So this is where you can see her and her business if you want to connect with her. She's on Facebook. So go to Facebook and just messenger. It sounds like that's the easiest way to get Ahold of you. This has been awesome because we really did. We dove into how you can.

00;35;26;00 - 00;35;46;19

Unknown

Yes, keep more money or keep more clients, or keep just better processes internally with a person that is focused on the success of your clients, whoever they are. And if you are a fixing flipper, or if you're buying and holding, or if you're wholesaling, you still have those people in your hemisphere where they're like, okay, is it that seller that you're talking to?

00;35;46;20 - 00;36;00;07

Unknown

That buyer does that buyer want to be a repeat buyer? I can't tell you how many times in the business that I was in, the repeat buyers were the ones where we calculate, okay, how many did they buy this last year? How much revenue was that? Okay. What do we need to do? We need to be sending them stuff.

00;36;00;09 - 00;36;15;21

Unknown

We need to be proactively like just being in front of them and making sure that we're making them feel like a million bucks. So that's where this is a great a very great episode on, honestly, a topic that doesn't get talked about enough in our space. So Megan, thank you so much for all the value brought here today.

00;36;15;25 - 00;36;33;15

Unknown

Yeah, thanks for having me. And if you are out there and you're making money, but you feel broke and you need someone to come alongside you, you go simple. Cfo.com. We can come alongside you, do your books, do your numbers. But honestly, my favorite part is doing profit first and actually helping you put more money in your pocket as well too.

00;36;33;16 - 00;36;53;19

Unknown

So if your financial systems are lacking, we can take care of that. So thank you for listening. And Megan, again, thank you so much for being on the show. That's it for today's show. Be sure to subscribe, review and share this episode. If you're serious about financial systems and keeping more of your profit. Visit simplecfo.com to take your free discovery call today.