Vinnie Fisher is an entrepreneur and a best-selling author who has over 20 years of experience growing a scaling multiple 8 figure companies.
His most recent mission is helping eCommerce, tech and digital business owners improve their financial fluency and operate their accounting back office as a profit center.
After growing 3 – 8 – figure businesses with fast growth, many customers and low margin, Vinnie discovered the issue was that he lacked financial fluency and gave back much of his hard-earned money in cash waste and no margin. With no good solutions in the marketplace, Vinnie founded Fully Accountable, an outsourced full service cutting edge accounting firm, that helps eCommerce and Digital business owners through fractional CFO and accounting services.
Vinnie has been awarded Digital Marketer of the Year multiple times and has been featured on many top-rated national podcasts and other media outlets such as Business Insider. He has also authored three best-selling books and has guided Fully Accountable to the Inc 5000 as one of the fastest growing companies in America twice, and ranked as one of the Top 5 Outsourced Accounting Firms by CFO Tech Outlook.
Download the resources Vinnie mentioned here: https://fullyaccountable.com/smallbusinessmarketing
Contact Vinnie at firstname.lastname@example.org
It’s time for small business marketing Made Easy podcast. The fastest growing podcast for the business community with your host, acclaimed marketing trainer, international speaker and author of the best selling books got attitude and the 90 day marketing plan. Cody Butler
Welcome to small business marketing Made Easy podcast. I’m Cody Butler and today our guest is Vinnie Fisher. I’m gonna let Vinny introduce himself here because I’ve got I’ve got his bio here. And it’s it that there’s so many accomplishments, so many achievements that I couldn’t even do it justice. But Ben is here today. He’s built multiple eight figure businesses, I brought him on today to talk about how you do that how you scale a business to multiple eight figures, and really how to how to move away from being a solopreneur and building a team. So that’s what we’re going to talk about today. Hopefully say, welcome to the show, Vinny, tell us a little bit about yourself.
Cody, thanks for having me. And I love what you’re doing, I think helping equip the small business leader with the resources and lots of times those resources equipped to wisdom to give him or her just a slight competitive edge to get there. Like sometimes that’s all it takes to get someone from a position that they may actually be stuck at to something of significance. I love it. We were excited when my team got signed up for it. So thanks for making room for us. And we’re excited to be part of it about me, right. So I think the most significant significant things about Vinnie Fisher is my wife, Debbie has endured 25 years of marriage with me like, that’s probably the biggest thing that I could hold claim to. And I’m really excited about that. A bad joke, but a real one is we had sex at least four times because we have four beautiful children. And so we have four adult, teenage children in our home. And that’s wonderful. That’s really quite honestly Cory, the busiest part of my life, I’m very active, and thankfully engaged dad. My side hustle is on the CEO of one of our companies fully accountable, calm. And I’m the chairman of three others that we’ve built and have teams operating. So my core strength is, as a business leader is developing team is specifically the leadership that runs our teams. And so I’ve over my career, I’ve had the wonderful privilege and blessing of having a couple eight figure businesses, I exited one successfully broke one, tragically, that we’ll talk about a little bit in a book I wrote in disk and kind of getting under the hood of that. And you know, like my journey now is to do this for our organizations and wherever we can help help people with the tools and resources to really grow something beyond his or her shadow.
Yeah, that that’s awesome. So you’ve been Digital Marketer of the year, numerous times, obviously, you’ve got best selling books. So you know how to market a business, right? So I always say you’re in the business of market and you’re not you. That’s what you’re in as a business owner, you
know, my skill set. I’m a marketer, like I know how to write copy. You know, I work at a value proposition early in my career, I had a little bit backwards, I was worried about sales, and the sales proposition, how do I sell it? And you know, midway through kind of the journey, whatever that midway looks like, kind of kicked in that I needed to have a problem solution mindset, which started to become this idea of what’s the value proposition that we offer? Meaning what’s the value we offer to solve the problem of the customer we have or why. And when I made that change, my offer abilities became much better. And now I say a great offer overcome any marketing deficiencies you have in your capacity.
I say the same thing. Great copy solves all problems. Yeah. So So where do we start Vinnie? So let’s say I’m a small business owner, right? I’m doing I’m doing I’m doing okay, I want to be doing better. I’m not doing eight figures yet. I’d like to be doing eight figures. So a great place to start is to talk to somebody who’s done eight figures, right? So if you want to, if you want to get mentorship, if you want to get advice, talk to somebody who’s already achieved, ideally, multiple times what it is that you want to achieve. So that so that’s you that’s you right here. So what Well, where do we start with taking a business to first seven figures and then to eight figures? But what is that? What does that look like? What are some what are some basic steps along the roadmap that you can give us?
You know, so I think some things it’s fair if we set the table with some like base knowledge that some of us on the show may or may not have, yeah, one is 7%, specifically, six points. 94% of all businesses do a million dollars in annualized revenue. So the problem is we think that all businesses are doing seven figures and up in revenue, the vast majority of businesses are doing under seven figures in annualized revenue, which means a million dollars. So, the hustle and the grind, and the things that you have to do as a small business owner to get something in the seven figures, is vastly important. But also, once you get into seven figures, the habit and structure and process needed to go to eight is extremely different than what it took to go from six to seven. I think it’s important to start there, because I’m speaking, and I’ve been in each of those categories. And so I’ve learned that the hustle and the the the ingenuity and the stuff that I do to Quick Start and grab something and run with it is so important to a stage of a six figure company, you’re figuring out how to get customers and how to keep them and all these things? Well, when you really get to something of a going concern, something that actually starts to run, it’s got a lot of moving parts that are bigger than you. And in some pieces, that starts at half a million dollars of revenue. In other cases, that starts upwards of a million dollars in revenue, well, you need to start putting on the mindset of a leader of a business, as opposed to a marketer who wrote a good offer. And those aren’t the same thing. And actually, you know, I broke a company not making that shift. Yeah, where I didn’t realize that that the offer creation business getting me into that seven figure slot, I needed to switch to people in process, and building consistency and excellence. And all these principles are so critical to consistency. And so critical to brand excellence, you don’t need those things early on, you need to actually get a converting offer and repeat customers and keep a couple bucks and all the sudden the big girl and the big boy stuff of running a business kicks in later. years. Matter of fact, this journey, I wrote a book about it, it was so important to me that I shared the journey of breaking an eight figure company, I the whole first chapter is why I named the book the CEOs mindset is kind of this dealing with this journey of kind of being a entrepreneur kind of free spirit, product creator or marketer turn leader of something big. And that is so important. It’s so much so Cody that I know we’ll talk about it later in the show that we give this stuff away to people. So whatever part someone’s are in their journey where they need that we want these resources in their hands, not because we get riches, not as as authors is because we just want to help and we’re on this mission to help a lot of people. So I know later in the show, we’ll help people get that link how they can go get this stuff for free. But the most important thing that I think is critical for that marketer entrepreneur, is the shift in your mind from having a converting offer to building a credible business.
Yeah, that that’s great. So 6.94% of businesses do it. Man I read too. It takes a business an average of 10 years to get to that point as well.
And then another sobering fact, since we’re like factoid thing. Oh, less than 5% like four point something and change businesses see the 10th anniversary.
So the statistical odds, if I gave you all those facts, and then said to you go do it. And I removed the fact that that meant entrepreneurship running a business, you’d say you’re out of your mind, I don’t want that. It takes a special kind of crazy to be like you and I to do this stuff to fight through those statistical averages. Don’t get me wrong, I love it. I am. I think I’m addicted to the hustle of doing it. And I see a lot of our fellow friends who are, it’s just massively hard. And so I’ve learned along the way, there are some things that are simple, they’re just stupid, hard to do. And one of them is for me, I’m on this journey, where I’ve had to learn that anxiety and boredom are indicators and it’s my response to them that are critically going to dictate the performance of the business not whether or not they exist.
That that’s very interesting. So can you can you talk about that just a little bit the anxiety and boredom side of things what what are they indicators of to you? What, obviously, like, I agree with you completely, every emotion is just a dial on the instrument panel, right? It’s telling you what’s going right, what’s going wrong. So with those two emotions, I think as entrepreneurs, those are those are those are some some emotions, especially the anxiety side of things as an entrepreneur. We definitely need to come to terms with dealing with anxiety and have a have a strategy for that. So what does that what does that indicate to you, Vinnie?
Yeah, a couple things. You know, one of the things that comes to mind when you ask that question is, remember a number of years ago, I can’t recall now exactly, I read Phil Knight’s book, shoe dog. And he was sharing the story about leadership that he was always running his business with this mindset that like, all the problems, someday, the business, all the problems are going to be solved. And it was, it seemed like the end of that rainbow never arrived. And one day he woke up and had a realization that it’s not about all the business problems they don’t exist, is that he wakes up with the privilege of solving a new problem each day. And that like kicked in for him that like, his response to anxiety of wanting there to not be problems was a false indicator, it was not going to really ever be a growing enterprise as new things. And when he started to react to the fact that he has the privilege to get up and solve a new problem. He said, The joy, which is a great word, the joy of running that business kicked in. And when I take that story, combined with my journey of anxiety, I look at like, like being anxious about money in the bank account or wondering why whether or not your ideas validated or you lose your biggest customer or like, it seems like you got more haters than supporters today. Or it just is one of those exhausting days where like, nothing is going right like the other day I just gave you like, I woke up it was dark and gloomy. Now I know I live in Cleveland, Ohio, so people are like, isn’t it always dark and gloomy? Well, I just woke up and I said this like kind of anxious day going on. I’m really have anything to point to about being anxious. But all of a sudden, other things that I was anxious about started becoming exasperated, like heightened. And what I realized was, I was overreacting to some of my anxiousness. When what I needed was some simplicity. In this particular instance, I needed a little solitude to think something through. So I need to back away and not double down on something. And so quite often as a hard charging entrepreneur, my response to anxiety was doubling down when sometimes I may just need to take a nap and go for a walk.
Yeah. Yeah. Now that that’s, that’s very profound, to be honest with you. Because it it when you put it in those terms, it makes a lot of sense, right? It’s like, well, I’m happy I’m doing this task, and it’s causing anxiety. So what’s the solution? Let’s just double down on tasks do twice as much, much is what’s causing the problem. Now, that’s because I think anxiety, stress, all that kind of stuff. Obviously, we deal with the stress of potentially losing money making money, legal issues, you know, that there’s a lot of there’s a lot of minefields that we need to navigate as business owners. And I think it’s good, it’s good for you to say that as an eight figure business owner that you suffer from anxiety, you have these issues, because I think once people know that people that are very successful have these issues as well, then that kind of, it frees them up to actually, for an actually to be okay for them.
Yeah, I want to give everyone permission to know that. And this is meant as an encouragement. So here it is such your those two feelings don’t go away, what matures over time with anxiety. And boredom is how you learn to respond to the, to what’s being caused. And so now, what my teams would say is, you know, they call me Grandpa, but what they you know, my I have young teams, and I’m so thankful for the people in our organization. And we have got really dynamic, critically thinking people who are in places where they have room to shine and do their parts. And one of the reasons we’re so successful in the things we do is, maybe I’m just lazy enough to get out of the way. But I’ve give people room to do their part. And I’m also quite honest, and invulnerable as best as I can be about what parts I’m not good in the organization. And a lot of times as leaders, if we can’t be vulnerable with our team, then I don’t think we give them the room or privilege to step up. Now I recognize most people haven’t had privilege to have team is very minimal thing a one person or it’s them and, and I get it like of the 28 million businesses active that serve like us customers, you know, crazy thing is almost 23 plus million of them are solopreneurs and leaves 5 million businesses that actually have employees have them, over 80% of those companies have less than 50. Actually, when you really dial it down the vast majority have less than 10 people on their team. So when you hear people say Talk about large teams and all this stuff, I probably am closer to what looks like unicorn status with over 100 people on the payroll and all those things like, reality is most people have a small team. And you are a critical component to that team. And so my encouragement earlier was learning how to engage in response to anxiety, I think boredom is also another one of those, you start to get a little bit of success in your offer, and you start to get a little bit of cash flow going. And all of a sudden, you’re like that unruly teenager who’s got just enough money and slept at a holiday and you think you want to go do something else, and you start chasing a whole bunch of side hustles. Well, that can also be a very dangerous response to boredom. Because as something starts to work, I’ve learned in my career, that that’s a compliment to the success and process of the business that I should embrace some of that time, not look to go either break it or do something new.
Yeah, you bring it up so many points I’m making, I’m making some of my own notice, like you’re bringing up so many points, I don’t even know where to go next with this. So I had a mentor of mine, tell me one time really talking about what you’re talking about. He’s talking about fear, and he’s like, fear never goes away. If you’re going to be successful, you have to learn to tame the code or a fear, not kill the Cobra. I think that I think it’s a great, great point, like the fear of decision making and fear of the unknown, because that’s what we’re dealing with as entrepreneurs essentially, isn’t it? We’re dealing with the unknown, we’re going into the unknown.
I’m a parent for kids, right? I was, you know, when I was like, at least like from a model, the best parent ever. It was before I had kids. Because once I had them, I’m like, Whoa, I don’t have to sign something for these things are like, what do I got to do? Like I literally have every day making up? Well, that is a great analogy to an entrepreneur, like, every day our business grows, other than some previous experiences. It’s like a, it’s like rent, it’s due the next day. Well, entrepreneurship and leadership, like, we’re always the Lewis and Clark, we’re kind of setting forward. So I love what you’re talking about, with like the fear of like leaving in the unknown. For me, I embrace a principle that I don’t know where I would have seen versions of this along my way, but I call it the 70% rule. I if I have 70% of the information, I’m ready to make a decision. Also, if there’s 70%, that I can see in a difference between how I would do it versus someone on my team would do it. I also have to learn to release to let them do it and not be so annoyed. It’s not the way I would do it, though the 70% rule has been massively critical for my ability in dealing with the anxiousness and fear of guessing. Yeah, because let’s be honest, in business 80%, what we’re doing we’re guessing now hope, will hopefully along the way we can get a little bit smarter and the guessing is get smarter. And maybe there’s a there’s a there’s a purposefulness to guessing but you know, if you’re really in the grind of running something. routine and consistency are a benefit because entrepreneurs don’t get a lot of it
all. Look, I always I never complained about boredom, it means nothing’s going wrong.
But you know what, I’m a quick start high, high active guy. Boredom meant that I my hero complex wasn’t being satisfied. It meant that, like, I wasn’t a high adrenaline, like solve the problem like it actually because of my immaturity, I was responding to it incorrectly. And all of a sudden, I’d have three new businesses.
Yeah, yeah. I know where you’re coming from. I talked to my account the other day and I’m like, how many have we got now? This is getting out of hand. Great. So look, I’ve interviewed quite a few people here race recently that are in the eight figure entrepreneur, somewhere in the 40 million 50 million hundred million category. And I hear the same thing over and over and over again, like you can’t do it yourself. You can’t you can do so much yourself. You can go to maybe 100,000 maybe 500,000 maybe even a million if you’re a superstar but you’re going to hit a ceiling You can’t do this yourself. So I’m assuming that when you started out you started out by yourself What did you start did you start with a team immediately what how did how did you start out in it? in your early days as an entrepreneur
you know on the really quick start and I’ll tell you and I giving this away as a gift with my book the Z getting that book No, no strings attached. It’s It’s It’s yours and our audience and I want everyone to know a principle that I wrote about people. I’ve kind of learned that a business has three core heads to the beginning, it’s got this kind of person who’s going to see the problem solution of the customer. Some people use words like visionary see around the corner, the strategist. But there’s a problem solution orientation is someone saw as a value proposition mindset of the prospect consumer. There’s somebody who’s managerial in nature, they like want to be very motherly to the organization, they want to run it, they want to serve the prospect and client well, and then there’s the technician, the doing type part, who really find joy in the doing early on, I found out that I’ll pinch hit managing in the beginning, I’ll play technical that’s in my lane. But I really like problem solution value proposition person. So I would go out when something would get a little bit of momentum, and quickly find a manager who’s like a process type person, and bring that person alongside. Now interestingly, I have four operating companies, I have a coo who’s very managerial in nature, in each one of those positions, the technical part of each company just grows as the needs are there, you need at least one, you know, if you run an accounting firm, you need a CFO. And as you need more, it’s a function of bandwidth of people, right. And so if you run a programming company, or a marketing agency, your ad buyers go is the the depth of need to have them. I probably don’t need another visionary, right, I’m not looking to add another one of those to the team. But the managerial and technical depth, you add those as you can’t do them. The problem that most people have Cody is that the person who started the business is usually that technician who’s quite good at something, and they trap themselves and their their organization. Now, I’m not here to say, if you love doing it yourself, I’m not here to say that you’re not running a great thing, you just have a high paying job. But if you like run this friction of wanting something bigger than you, then you’re going to have the privilege and burden of growing something outside of you. That’s stupid, hard when it’s built around you. And that’s where most people struggle. And so I quickly found those roles. And I try to get people in those positions, so that I don’t get trapped into either the manager or the technicians role.
Yeah, that’s great. So we said earlier on 80% are solopreneurs of the 28 million businesses in the US with 80%. That stat Vinny?
Yeah, that’s about right. I think it’s like 82, but let’s call it 80. Right?
Yeah. Yeah. So it’s an 80% range. So yeah, just just math and statistics, statistics will tell us that 80% that are listening to this interview right. Now, we’re going to be in that solopreneur category, right? just common sense will tell you that. So what what advice would you have for that person who’s in that solopreneur category that know they want to grow? They know they’ve got something good? And it’s just not happening for them right now? Where do they where do they make what what’s their first step, what’s an actionable step that somebody can take to help grow the team or bring the first person onto the team?
You, I don’t know what it is. But like, and I I remember it. I remember in my law firm, I’m a lawyer by training, and I had a big corporate m&a practice, I remember this first reaction was to hire somebody who like did my laundry, so to speak, the stuff I didn’t want to do. And I have this very assistant attitudes, my first hire, you know, I really had it all wrong. Like, like, a couple things a solopreneur needs to know, if you want to grow something bigger than you then first get wrestled with whether or not you just want to have a higher paying job. And you’re okay with it being just you, if you want it to be something more. And that’s really, like you’ve done the head work. And that’s where you want to be within the first you have to first do a couple things. One is, except that you’re never going to be more profitable than when you are you’re by yourself, it’s just a function of math, like you’re always going to be a Delta or that’s just always going to be the case when you’re renting your own time to other people. But what I would say is the first move, when you take that risk, your salary goes down and you’re sharing, you need to go hire someone who’s going to fill a role that moves the needle in the company. So in other words, if what you need to free up is client work time, and get someone who’s going to free that up so that you can go focus on sales or marketing or flip it on its head. What spot Do you like I always do the math, what is the highest and best use of the position I should be in and other critical positions? What’s the first next one? That’s really important that honestly someone else should be in that role? Not me, and I struggle there and come up with a clear role. And then Gosh, darn it, I go without Breakfast, I take a hit on the lifestyle. I’m used to living so that if I’m really wanting to expand, I invest in filling that role, with with with great humility so that I could build something that ultimately is not going to be fully reliant upon me.
Yeah, yeah, it’s great, great advice. You say take a hit. I think that that’s a big, it’s a big challenge. I see it all the time. What stops people from moving forward is when they start as a solopreneur, they have a very high profit margin business, because it’s low hanging fruit everywhere.
Right, exactly. They’re getting getting referrals, you’re not spending money on marketing, your times leveraged out yet, basically, you are the widget? And how could you not be making any more money at that point, it’s the highest margin, you’re ever going to see
that that’s exactly right. And people, you know, 80% 90% margin, and they want to scale that business. And then we go and actually, you know, you’re getting customers for free right? Now, it’s going to cost you $2,000. To bring a customer and your service in that customer with your time right now you’re going to have to pay somebody 1500 dollars to service that customer. And the profit margin goes from 90%, down to like 20%. But the 20% has infinite scalability. And people in their minds, they just can’t make that shift, they think that they should be able to scale up at the 20%. Or they should be able to scale up and keep the 80% margin and they never get beyond that. So it’s like you say you got it, you actually got to accept that you’re going to take a hit here your incomes going to go down for a while. Is that? Is that what you’re saying?
Yeah, and you know, like, to me, I think you have to come to grips with some things like, if you really feel a passion, that you’re solving a problem for somebody, and you really are offering value to whatever solution that you’re solving as a problem set. You have a great align with that. I feel like if you have this urge to make it bigger, then you almost owe it to the whole process to take that head and trust in the fact that it’s going to grow in size. Because if you don’t take that hit, then I think you’ve got to evaluate whether or not you’re in it for something greater than solopreneur. ship. Yeah,
yeah, yeah, that that’s right. By the
way, I want to be fair to the eight out of 10 people listening four to five dentists say brush your teeth, well, four out of five entrepreneurs are better off having a high paying job and not going for the other part. I’m convinced that a very small percentage of people actually want to make the conversion to being a business owner of a more complex thing. It’s a reason why businesses don’t hit that 10th anniversary. It’s mostly because of positions of me and you, we didn’t really sign up for that gig. They were We were excited by the concept of it. But the work to do to get there. Oh, takes most guys out.
Yeah. And like that, you bring up a really awesome point that there’s nothing wrong with being a solopreneur. There’s nothing, there’s nothing wrong with being a highly paid Freelancer or a highly paid independent or highly paid contractor. There’s, there’s nothing wrong with that at all. We’re just saying that if you want to go to seven figures, if you want to go to eight figures, it requires a different mindset, a different way of looking at the world and a different way of actually structuring your business. Absolutely. And if you don’t have
people, and then process on the mind at all times, then I think you might have to ask some tougher questions.
I remember did it Did you ever watch the Prophet with Marcus lemonis? I think his name was do you watch that show?
I’ve seen it Yeah,
yeah, it’s a great show. I think he whenever he goes into a business to fix here’s here’s the three things I look at people process and product, people process and product. I think I think that’s really great. I mean, those are the I worked as a as a corporate trainer for a number of for a number of years back in my younger days. And I always talk to managers of business and I say you’ve got three groups of people here you’ve got the ownership or the higher levels, people above you, you’ve got the employees and you’ve got the customers who who are the most important people to keep happy here. And then they would always say the customers the customers is like no, no, no, no, no, the your employees are the most important people to keep happy because if they’re happy, they will make the customer happy. And if the customer is happy, that will trickle up to the ownership that will that will trickle up to the C suite so build it people are exactly right if you want to grow your business, it’s about growing great people it’s about hiring great people it’s about growing met great people and
and i think that can’t just be a talking point. Like I I want to encourage every leader as I look in my own mirror, here’s your own dog food. Like if you go to our company a fully accountable and you look at the workplace awards we’re getting. It’s not because of client feedback and reputation like we I will fire a client. Like I GET IT services like this reverse one output relationship. We do the work and get the paid. We’re not supposed to be firing clients, but Gosh, darn it, like I put our people above the client. Now we do hard work, like my people, like our CFO is in their controllers, and they know who does and doesn’t have money in the bank. Like, we are working for people who have thorns in their paws and cashflow problems. So we’re not quick to pull the trigger because we have thin skin. Good night, like, that’s not going to work out well for us. But at the end of the day, you go and ask any of the people in our team, and we have a culture that’s designed around me really investing into them, and really investing 80% of my energy and our COO, who then she invest into them as well. Well, that culture is massive. And my job is to fight for removal of any toxicity on the team, or that impacts the team. And the more I do that, the way better we are with our customers.
Yeah, absolutely. I find I don’t tolerate customers being cheeky with employees.
I like that cheeky. That’s gonna be my new thing. I like it. Yeah, no, I,
I’ll go, I’ll go to bat for my employees every time if the customer is out of line with an employee, it’s like, and they’re gonna insist on being out of line. It’s like, No, we don’t we don’t tolerate that at all. It’s like, there has to be a level, you know, this person is doing the best they can do to help you. And that’s got to be a mutually respectful thing. Right? I I fully agree with that. 100%. You know, you got to go to bat for your team, you got to go to bat for your employees, even if it costs you a customer. I think that’s
absolutely I’ll tell you though, I what I say to my team first is let’s know their story. They’re hurting. Usually, when someone’s hurting their people. That’s because they’re hurting. And I say hurting people hurt people. And there’s a story, there’s a reason. But when we get to find out that story, and then we get the privilege to share values that are core to us with them, and then they still malfunction. Well, then my job is to stand between them and our people.
Yeah, yeah. Yeah. That’s that’s really, really good way of putting it hurting people hurt people. that’s a that’s a great way. Yeah, exactly. Right. It’s like I tell my children, I’m like, I know you’re tired. I know you’re hungry. But that does not excuse bad behavior. Because in the real world, the consequence of the bad behavior still exists. That’s right. Just because just because you have a legitimate reason to behave badly doesn’t remove the consequence of that bad behavior.
That’s good. That’s good stuff right there. I would love more dads telling that story right there. I think we’d have effective leadership and business and more accountability, if that message was filtered and heard correctly.
Yeah, it’s a message that people need to hear more and more, I think, listen, Benny, you’ve been super generous with with, with what you’ve given today, I really appreciate that I’ve got a book full of notes here that you’ve you’ve given me some food for thought I would love to get a copy of your book. Um, so what
we did is my team created a page for your community, fully accountable.com forward slash small business marketing, we have resources there go take advantage of and we want to help, those are yours. There’s no like Vinnie is a great marketer, it’s a way to get me on you on my mailing list, it’s to give you stuff take advantage of that. It’s fully accountable comm forward slash small business marketing, that’s because of you, Cody, we want to support the community and we want to give back and so my books are there, they’re yours, there’s resources on what you would do to invest in the growth of your own business. And then we have a web up an email, we care and fully accountable comm you know, you may not be the right fit for us as a business. But we always want to help we don’t know your story, or we don’t know where you’re at. But our team, you know, we live that kind of culture where like, if we’re not the right fit, we want to help you get the right fit. And so our networks there too. And don’t be afraid to use that
what what what outcome would would people come to you for what problem did they have, that they would want to solve that they would would reach out for you we care for
so for fully accountable we serve. And this is, to me a bit of advice, learn who you work with, so you can get far better the dollars you spend attracting them. The number one secret weapon fully accountable is we’re very tight on our avatar, we work with e commerce and tech companies doing seven figures in revenue. And we serve as the fractional CFO and controller for those companies. So what we do, and and that’s where we live. And that’s not just in the US, you know, we live in the UK and Australian markets and we know how to say Cheerio and good day and all those fun things and we work in time zones. But the reality is we know exactly who we work with. And if that’s not you still take advantage of the resources. We want those for you. If that’s you in that category, reach out and we’ll find out if we’re the right fit. And if we’re not we’ll push you to a place that is
that’s what I say we’ll have a conversation and regardless, we’ll be friends in the end right
We don’t we try our best not to sell you into something we try to help you get in the right spot.
Yeah, yeah. Benny, Listen, I’ve I think I’ve enjoyed this interview more than more than anybody. I get so much out of talking to awesome people like you who’ve been there, done that got the T shirt. Right. So, thank you. Thank you so much for your time today very much appreciate it. Make sure you give the show a review five star like us. Whatever we do with podcasts. I don’t know what it is in these newfangled social media gadgets that are out there these days or whatever the kids are doing. Make sure you do it to help us get the word out. Bless you all, and we’ll talk to you all very soon. Thank you many.
Thanks. Thanks for having me, Cody.