Scott Beebe works with business owners and their key leaders to build systems process and articulate their purpose. Today Scott shares some system-building tips to make your business work for you.

John Meese 0:24
Hey, Scott, thank you so much for joining me on this survive and thrive podcast. How are you doing today?

Scott Beebe 0:29
JOHN? I'm awesome. And, man, I'm so excited just to hang out, chat a little bit.

John Meese 0:34
Well, good. Well, me too. So why don't we start off right away with just a little bit of introduction about who you are and what you do.

Scott Beebe 0:42
Yeah, so I'm a kind of a geographical mutt. I grew up all over the United States started out in DC, Charlotte, Houston, Portland, Oregon, back finished high school in Greenville, South Carolina, went to the University of South Carolina. And you and I are on video right now and seeing see a gamecock helmet behind me back here See that? Yeah. And so had the opportunity to just enjoy that experience. And then ended up graduating from Carolina and then went to theology school for three years graduated from there, in 2001, which is a pretty epic year for anybody who was unknown human human existence. At that point, you some things that were going on, my daughter was born just a few months before 911. And that launched us out into kind of a season of figuring out how to merge business and purpose and mission and all those sorts of things. I had not seen a healthy picture of that, really, from a lot of people, it was either kind of all, you know, good work, spiritual work, human work, or make money, you know, or grow, though, you know, climb the ladder or whatever. And so, I was basically our culture at that point, you know, 80s 90s. And so I did what made the most sense out of theology school, I went work for a pharmaceutical company. So I was illegal drug salesman. After graduating did that for a couple years, still wrestled had an incredible manager, but still wrestled internally got an offer to come be on staff at a at a church in the Dallas, Fort Worth area, which for anybody who knows about churches in the state of Texas, they're just massive, and so was able to be on staff there a couple of years. And that drug, right? Yes, that's exactly right. Yes, relatively addictive one as well. And so I was there for two, two and a half years. And then their strategy was to kind of plant churches throughout the Dallas Fort Worth metro areas. So we went out south side of Fort Worth, and planted a church there, did that for two, three years realized there's about 20% of that work, I felt like I was really good at really enjoy. There's about 80% of the work, I was like, Oh my gosh, this is not, this is not what I was created for. So I went back to work for Pfizer, and went back into business and was learning and growing and training and doing all these things. While we were doing that we were very involved our family in Nigeria of since 2006. And still are to this day in and out. It's hard right now is just there in January, right before all the COVID stuff hit. So I got my last shot in before we can go back probably won't be until next year. And so I have always been doing that with kind of domain work, business mission, merging all of those things together. And then in 13, actually got asked to be an international director for the organization we have volunteered with since oh six, that 13/14 and 2015. It was February 27. Actually, at noon, that day, I walked out of the fourth straight emergency board meeting, totally unemployed of 39, married three kids, zero job, no income, and there was a kind of this board coup de tubs nothing I could do about I was answerable to the board, but I was not a board member. And so that was on a Friday, really lonely flight back home. And on that Monday, we started business on purpose. And so that

John Meese 3:52
was that what year was that?

Scott Beebe 3:54
2015.

John Meese 3:55
Okay, yeah. So what about today? What gets you out of bed in the morning?

Scott Beebe 3:59
Oh, my gosh, Monday is my favorite day of the week. And we work and have the privilege of working with heroic business owners and their key leaders to build systems process and also articulate their purpose. And we use a game changing business on purpose roadmap, you can actually see a picture of it right there on the wall. Okay, and we do it all for the sole purpose of trying to liberate business owners from the chaos work in their business. We just had, actually business owner here locally this week, told one of our coaches, I wake up at 2am every morning at just because he's stressed, like he's got all this stuff swimming. And I said, Yeah, and he said, I just can't sleep. And then I go back for another fitful hour or two, and then wake up and do it all over again, this guess 30 young family, you know, running a nice sized business in town and everybody drives by his business. It's like, Oh, my gosh, he's killing it. He's killing it. And the reality is, the business is kind of killing him. And so that's what we've been put on this earth for is to serve those heroic business owners.

John Meese 4:55
Well, that's really special. And I've known a lot of those business owners who need that help and support. And that's my heart as well. So I'm glad we got a chance to connect in this way. Yeah. So thank you for tell us a bit about you, Scott and kind of what you're up to. And I want to actually, if you could with me go back in time, not all the way back to 2001. But all the way back to the beginning of 2020, which feels like a long time ago. It feels like 2001. It feels like 2001. Yeah, I mean, I would love for you just to share personally, when you first realized that COVID-19 was a big deal or a real threat. And specifically, I'd love to know, do you remember where you were? or What happened? That kind of I think everybody has this moment. We were like, Oh, wait a second. This is actually like a big deal. Do you remember that moment yourself?

Scott Beebe 5:40
Yeah, there's kind of 1A and 1B for me. One a was at the end of January in the Frankfurt Airport. So we were in route down to Ghana. Oh, and there's always mask what I found typically in international airports, particularly in Europe, because there's so many Global Connections there. And so largely people from Asia typically were the ones wearing the mask in the Frankfurt Airport in years past, but this time around. A lot of people wearing masks. Now again, this is January. So timeline March has not yet hit the crash has is not you know, in late, I think it was late February, and all those have not hit. And so you started going, huh? Okay. So this is this is moving rice, this thing's in motion. So that was 1A. 1B, we're at my son who's a junior in high school now rising senior, we are attract me. And they were ranked 23. In the nation. It was crazy. Not even the state in the nation for their their 4 x 100 team. And man just trucking and they were killing it and all this stuff. And we had a parent say had heard rumor that the board is meeting this weekend in an emergency board meeting. And we went to the school board. And we were like, oh, okay, so all of this is about to just shut down. And in a moment, we got the call the robo call from the superintendent. You just knew like businesses were going to follow Governor's where everything was just going to follow. And so for the past two months, we have we've had to go well, three months at the time of this recording, we've had to kind of

John Meese 7:13
Where are you located? I'd forgot to mention that part where are you located?

Scott Beebe 7:16
We're located in the low country of South Carolina. So for some people around the world, I've actually heard Hilton Head, South Carolina, we're just outside of Hilton Head north of Savannah and south of Buford. So right there in the middle. It's kind of a gateway. And we're in this really unique place where we get a much higher percent per capita of business owners in our area, because we have so many retirees, and so they say it takes about three or so service professionals to service one retiree. And so we got a ton of self employed business owners, etc. And man, it was like the chaos hits so fast. And as soon as the federal government started meeting, we went into action and started setting up actually for the first week, it was every day, then twice a week for a couple of weeks. And then once a week for a few weeks, these business owner huddle calls, not even for our clients, for anybody who needed to jump on. We had a federal government affairs contact that we knew. We had our local banker, our local CPA and a local attorney, and they were on these calls, all this time to help sort of navigate everything was going on from a business owner perspective.

John Meese 8:19
Well, what was it like? I mean, talk a little about that experience. Cuz that sounds that sounds I mean, very similar actually

Scott Beebe 8:28
Yeah, with great discretion. So I'll just kind of say it, we'll massage it and see how it comes out. It was exhilarating. For the first two to three weeks. You felt like you were just all this informations coming, you can curate it. You know where to send your business owners, these business owners you don't work with you know exactly where to send them. We've got a very clear roadmap that we could take people back through. I mean, it was so exhilarating, because we felt like we were ER Doc's people were coming into the ER every day and we knew exactly what to prescribe. And then about three weeks in, it's like you woke up and had been hit by a train. And you just realize the emotional taxation that this had had on the human psyche, the emotion, the relationship, it had really start to set in that you couldn't connect with people. And when you did connect with people, it's really awkward to shake your hand do I tap your elbow? Do I, you know, all of the decisions that you're having to make. So you had this real emotional fatigue, decision fatigue, macro micro the whole way around So I would say the first two or three weeks, it was really exhilarating because you were really helping people who were really struggling I feel horrible for our event space people, our food and beverage people. I mean, they got walloped for the most part, but then we've got others I would say the majority of the people that we work with have actually seen record days, weeks and months in the last three months. Yeah, it's been inexplainable So yeah, it's been crazy

John Meese 9:49
thing will actually I just on the way into my office this morning, I ran into a friend of mine who owns a local chick fil a, and he told me that they just had the biggest month ever.

Scott Beebe 9:58
Yeah, totally. And It's all over the place. You can't go to chick fil a on the east, at least in the eastern seaboard of the United States. And there's not a one and a half time circle around the building, right?

John Meese 10:09
Exactly. Yes, yeah. Yeah, I'm in Tennessee, so we're not too far removed from what you're experiencing. It's probably pretty. So let's, uh, let's talk more about that with how you responded. And I totally remember my own experience being not too dissimilar to what you're describing. It's just this exhilaration of like, I can help. I know what to do. This is this one is what it feels like to have the adrenaline of being on the front of the battlefield. Yeah, I get it. Now. I'm charging. And then you're like, still charging? Yes, still charging a few weeks? A few months later, you're like, Okay, how long are we gonna be charging here? Yeah. But let's talk about just business wise. If you could take us behind the curtain a little bit in your business? Yeah. What What is your business made up of in terms of revenue in terms of products and services? And how did the economic crisis affect you, behind the scenes on just the business day to day?

Scott Beebe 11:00
Yeah, so a little snapshot into our business, we're still very much a small business and what we do, we're slowly and methodically growing. So we have right now we've got three coaches, myself and two other coaches that coach on a regular basis, one of those coaches is a 1099, to us, contract for those of you outside of the United States. And then we've got, we actually hired in the midst of all this our first full time W2, coach, which is insane, right. I mean, we're we're right in the middle of this, but we just made a decision that we know what we have is the right prescription for so many business owners. And we've got to double down on that. And so we made the commitment to go ahead and hire in the midst of that. And then we've also got a client Connections coordinator, and director. And she runs everything as it relates to our membership site, and a lot of client engagement. Throughout the week, we've got an administrative team member. And then we've got a part time kind of videographer image person, that sort of thing, which by the way, Marcus Sheridan if you read the great book They Ask, You Answer says that within the next 10 years, the videography role within a company will be as important and persuasive as a sales manager role. Just really, really interesting. And so we're trying to get there right now and go ahead and jump that trend, as best we can. So yeah, so we kind of got a team of six, six and a half ish, that we run with on a regular basis. And I will tell you everything that did not change weekly team meetings Tuesday at 8am. That we in fact, we ramp those up. And we actually meet a little bit more frequently. Yeah, we have one of our team members lives about an hour away. And then one of our coaches lives up in Nashville. And so they they remote in. But then we've got a couple others that are kind of here locally, we can do everything remote if we need to. But we just we're kind of a coaching business, it has a very much a global reach. We're we're actively coaching people on six continents right now. But a massive share of our business is actually local. And it's just kind of our passion of ours to be able to invest locally. And so our local turns into our laboratory for everybody that we coach outside of here. Yeah. And so we've not seen an increase necessarily in revenue. Actually, we saw a little bit of a deal, just a small dip. Because we had a couple of clients that we we know all their numbers behind the scenes. So we looked at it, and it would be really counterproductive of us if we kept pulling on their cash flow when they don't have cash flow. And so we started to kind of work with that a little bit. So it dipped our revenue, just a hair, but we also had some new members come in at our lower levels. And so we kind of operated for levels, we have a do it yourself level, we've got it a do it with others level. So a DIWO we have a do it with us level, it's kind of our third tier as DIWU. And then we have a done for you will come in. And obviously it's got to be very, very expensive to do it. But it's worth it for some people. Let's just come in and build everything out. Because what we do is not we don't do life coaching or situational coaching. That's awesome. And everybody needs that. It's just not what we do. We are very kind of pragmatic behind the walls down in the dirt, and building technical tools out for the systems of the business.

John Meese 14:51
Okay, so thank you for sharing that. I appreciate that. Yeah, you're already prepared in many ways with just the virtual infrastructure what you do to to adapt pretty quickly. Did you change anything about your offers or how you position your offers on the sales process, because of the economic crisis or the health crisis? Either one?

Scott Beebe 15:06
Actually, we were screaming louder. Because if John, if it's done anything, what it's done is reinforced everything that we do. And I'll tell you why it's because so many of our business owners have been able to float through this and not even felt the chop, because of the situation that they've been put in. Not only from a system standpoint, but but really from a financial systems standpoint, which I don't want to tell a story and say that we do, you know, like CFO level financial work, most businesses don't need that. They just need basic stuff subdivision of bank accounts, a simple spreadsheet to track cash flow, those sorts of things. Once we put them in those situations, then they've got an articulated vision, mission and values literally written out that they're using on a regular basis. They've got a delegation roadmap, their team meetings, org chart structures, job roles, Master process roadmaps, all those things we build out once they have that their boat is so much more secure. And we live down here by the water. And so I can tell you that I would much rather have an 18 foot v-hole than a 28 foot flat bottom skiff out on choppy waters, because the skiff is just going to get beat over and over and over again. And so what we've done,

John Meese 16:14
what's the v-hole I'm sorry, back up real quick? Yeah,

Scott Beebe 16:16
just in a boat, just imagine you're in a boat. And the bottom of the boat is literally shaped like a V. And so it's like a knife it can cut straight through. Whereas what you have as a skiff, it's literally like almost like a frying pan on the water. I mean, it's just going to take every you feel every little chop that's there. And so what we do is even our smallest businesses, they might have quarter of a million dollars of revenue, 500,000 revenue, we'll take them and we'll cut a new hole into their boat. So they've got that V hole that can just kind of take that chop in the water, instead of getting beat up all the time.

John Meese 16:48
That's great. Well, I love that it was so you mentioned your your screaming louder, because you're convicted that you need they need this right? Because you're seeing somebody doesn't need this right now. But practically speaking, what does that mean, in terms of how you're marketing? I mean? So were you? Are you more marketing more on email or social media or sales calls referrals? Is that changed at all?

Scott Beebe 17:07
Yeah, so I have to preface any marketing conversation to say I hate marketing. I hate it. I despise it. I don't like it. And yet it is totally necessary. It's one of the four system walls of every business is marketing, you got admin, ops, sales and marketing. And so we've had to get over ourselves as it relates to marketing and start to do it. We have done everything you can possibly imagine from a marketing standpoint, especially paid marketing. And we're even at the point now, where we went back into paid advertising about six months ago, we're probably going to back back out of that. And we're going to move into what Marcus Sheridan calls They Ask, You Answer. And there's another great book. It's called Content Based Networking. I do not remember the name of the author, though. But just look up Content Based Networking, great little book you'd love it talks about podcasting in a variety of other things. But essentially, what we're going to do, John, is we're if you look up river pools and spa, river pools and spas, they're a local river Pool and Spa company out of Richmond, Virginia, and in 08-09, they were about to lose their business about to go bankrupt. And what they decided to do is they were going to make an all in commitment to answering every question that they are asked publicly, they're going to do it by video and article. And so today, fast forward, there's a whole story behind it's a great book, They Asked, You Answer, just shredded through it last week, actually. And so this is not paid promotion or anything. It's it's we are buying into this as a team. Yeah. And what it allows you to do, and john, you could do this right now, you go write down every question you've ever been asked on a spreadsheet, and you could come up with 50, 75, 100 of them you know, common questions. And then you systematically over the next weeks, months and years just start to answer those. And this is the greatest story that he told in the book. They've got an article that they wrote called the top five pool companies in Richmond, Virginia, and you go ours, the top pool companies in Richmond, Virginia, and you can go read the article today. It's still up, I looked yesterday. And so here's this article pulls up. Now it pulls up on riverpoolsandspas.com, like it's on their website, it's got their logo and all this. And it says, Hey, we have river pools and spas, we realized that, you know, building a pool is a big decision. And a lot of times, you'll want to talk to a couple of different contractors about it. And so we would just thought we would tell you who some of the other good pool companies in town are. And so number one, number two, number three, number four, and their name is nowhere on the list. And so they're telling here, other pool companies if you want to reach out, they track all their articles. And they actually said that they've made I think somewhere around a half a million bucks in revenue just on that one article, because they were so honest about it. And so we've made a commitment that we in fact we've started this week is we're going to start answering transparently questions like How much does coaching cost? What do I expect? How long does it take? How much time do I need to put into it? And then the pragmatic daily business questions, how do I hire people? How much do I pay somebody? We're going to start answering those questions, really transparently. We're going to load them up on our website. We'll push them out through organic social media, word of mouth. And then when somebody calls us and says, Hey, I'd like to schedule a call with you, we're actually going to send them an email, we're going to put a couple of those videos in there. Hey, before we hop on a call, we want you to watch this, like, how much does coaching cost? How much time is involved, because we don't want to waste your time on a call, if you can go ahead and get that information out of the way we want to really dig in with you, when we get on a call. So that's, that's where we're headed as a business. And the cool thing about it is John, it's not dependent on me, or kind of a special marketing guru, every team member that we've got can contribute to that.

John Meese 20:35
That's pretty cool. Okay, so that's an example of a way that your business or your marketing strategy is adapting that you think is going to continue? Why don't we talk a little bit about your core framework is because, you know, normally when I'm talking to a business owner, I'm going to dig into like, Well, okay, how have you changed how you think about your finance strategy or your sales strategy, but you actually teach a process on this. So I assume you practice what you preach? How is that good? Can you walk us through that a little bit in terms of what is that system? And how does that? How does that create that V shaped, you know, way to cut through the waves in a crisis like what we have right now?

Scott Beebe 21:04
Yeah, we're maniacal about it. So yes, we do practice what we preach, and we have to drink our own Kool Aid with what we do. So every single business owner hands down, this has been true for centuries that we didn't make this up has to start with their vision story. There's a great statement thousands of years ago, it says write the vision down so that those who read it may run the reason employees suck, because that's what we as business owners say, Can my employees suck, you know, they're no good, or whatever. The reason they suck when they do suck, not all employees suck, but you get the point. The reason they do is because we're bad at our job. It's not because the majority of the time, sometimes they're just, it's just a bad apple. But the majority of the time, what we've done is a poor job of laying out the vision to say we're going this way, we're going in this way. So that the moment that it comes out in frustration, John and goes, Oh my gosh, can you not see this, we're going this way. They're like, actually, you've never told me that, right. And so every business owner has to start with their vision story. And I'm not talking about a paragraph in a sentence. It's cute, it's sweet. And all that I'm talking about two to six pages of detail about where we're going around your product, your service, your team, your client, your culture, your finances, all those sorts of things, we've got a layout. So once we've got that, here's some of those other big things. There's about 20, some odd elements that we got to put in here. But I'll give you a couple of the big ones. So the vision story, and then also, of course, your mission and your values. And people say what's the difference between mission and vision, where your visions where you're going, that's a destination, and we need to be really, really detailed. And it's not just I'm going to Boulder, Colorado, it's I'm going to a place called Boulder that's situated and nestled in the mountains. It's this, it's that it's got these beautiful trees. And so we go into detail. That's your vision, we're going out there, let me go backwards to your values, your values are the curbs on the highways to get you there. I want you to stay between those curves. And that's your value. So when you decide, hey, I want to start this thing, I want to do this thing. Well, how do you know where you run them through the filter of those values? Your mission is why you're going in the first place. So if I told you, john, hey, next month, we're actually going to Boulder, Colorado next month, my family and I are going to Boulder, Colorado. Well, why are you doing that? Because we're trying to grow as a family and spend time together because we want to get along 30 years from now, when they're all grown. That's my Why. That's my mission statement building great kids, for instance, our mission is a family's actually to be a light through adventure, wisdom and time around the table. And so that's why we do what we do. And so we've got to have that vision mission values, kind of all laid out. So that's that's an umbrella picture. But then when we get really pragmatic, there's a couple other things subdividing your bank account, I see profit first on the bookshelf right behind you,

John Meese 23:45
Yeah you do. I'm a fan.

Scott Beebe 23:47
Yeah, it's it's non negotiable. It is. It's like It's like this pill, this rope to save you from the cliff. And if you don't do it, you're just going to jump off trying to run your business from one or two bank accounts. It's just insanity. And so we've got to get people to subdivide their bank accounts, to track their cash on a spreadsheet, to build out what we call a master process roadmap. So I want you to imagine this, John, I come to you and I've got a briefcase, actually, I've got a bag in my hand, and it's loaded with cash equivalent of 10 times multiple of whatever your earnings are in a given year. So take your earnings, let's say it's 100 grand, just for the number. And I'm giving you a 10 times multiple to that hundred grand. So I've got a million bucks in this thing, which is a big multiple for any business. And I say hey, john, I'm buying your business. I have two stipulations. Number one, as soon as I give you this cash, you're done. I'm not earning you out. You're going to walk out of the building, and you're like, Yes, that sounds amazing. Now, number two within the next 30 minutes, and we'll give you 30 minutes, I'll even give you an hour if you want. I need right in front of me. I've written out every system that exists in your business and who runs those systems. And if you can do that within the next hour, this bag of cash is yours and you can walk out of the door free and clear, could you do it 98% of businesses could not do it. And it's okay. It's okay. But that's what a master process roadmap is imagine every system in a box on one sheet of paper. And when you click on each one of those boxes, it actually expands and takes you to that process. So if I buy your business, and I need to run invoicing, all I do is click on the invoicing box, there's a video or a document or whatever says this is how you do invoicing at your company. So that's a huge method of kind of creating that vehicle of the boat to be able to go through that you know where you're going, you know why, you know what your boundaries are, but you also have every process laid out. So I know what, what button does what in the boat. But I'm also managing my cash at that point, a lot of the things but some of those are some of the big ones.

John Meese 25:45
Sure. Okay. Well, that's great. Well, I love that. Thank you for sharing just a little bit about that. I mean, all of it, everything you're describing are really timeless, necessary business fundamentals. But it's in times like this and economic crisis is when we all get the stress test to find out, you know, if we're ready for it, so Well, let's transition a little bit we kind of touched on this, in how you're adapting your business to survive the crisis. But what about pursuing opportunity? What about thriving, what do you see you mentioned? Like, you mentioned video, for example, what do you see as opportunities right now? And how are you identifying which opportunities to pursue in your business?

Scott Beebe 26:20
Okay, so for us, if we can, I'll talk on two planes, I'll talk for us as a business. But because we work with so many businesses, I'll kind of give a bigger picture, too. So for us, what we're looking to do is basically double down on what we do. Because John, what we do, it just, it's physics, it just works. If you just, you know, push the gas pedal, you're going to go forward, if you push the brake, you're going to stop,

John Meese 26:43
Right? You didn't invent gravity, but you're selling it.

Scott Beebe 26:45
Yeah, we're selling gravity, and it works. And so, you know, almost five and a half years ago, when we started the business, we were hoping it worked. Like, we're going to get some stories, and we think this is going to work and all this. Now it's just like, okay, I mean, it just, it just works. And I'll get asked periodically, like are there cases where it hasn't worked? 100%? Yes, there are multiple cases where it hasn't worked. And then I'll get asked why it is 100% true. If you don't implement what we do, that's why we have two rules. Number one, you have to do everything we asked you to do. And number two, you have to have more money coming in and going out. Because if you don't have that we can't help you with this. And so we're literally doubling down on what we're doing. That's why we hired another coach is because we've got a process and a system that works brings massive value to business owners. And so we're gonna double down on that now what we're switching is some of that marketing stuff that you're talking about. But we're still not abandoning straight word of mouth, face to face, eyeball to eyeball just meeting with people and talking to our existing clients and saying, Who do you know, that's still the gold standard?

John Meese 27:45
Okay, so that's, yeah,

Scott Beebe 27:48
So that's a micro look into our world. Any other questions around that? Because I'm...

John Meese 27:53
No, I think that's great. I appreciate you sharing that. But but I think you also have the perspective because you are working with clients who are business owners, you have a more diverse perspective than that. So once you speak to that, I mean, what are you seeing as opportunities to pursue and how to decide which opportunities to pursue?

Scott Beebe 28:07
If I were starting a business all over again, today, there is no, now I'm a little bit more debt intolerant than most people are. But there is no way there's no way that I would go into heavy leverage to start a business unless I just like I knew beyond a shadow of a doubt, like is almost like a commodity, like nobody's selling rice and everybody eats it. And like, okay, I'll do that. But I need to borrow some money to get some inventory. But outside of that, what I would do is I would take a look into the service world, because the world of the contractor, the spray foamer, the light construction, handyman, the pressure washer, the concrete pressure, you know, all those service things, not only are they kind of going out, but if you just run the business, oh my gosh, some of the wealthiest people I know, not just money, I'm talking about time relationship, although some, some of the wealthiest people I know, they run trade companies and small trade companies, you know, they're doing a million and a half, 2 million a year, something like that. I'm not talking five or 10, or 25, or 50, or all that I know those guys too. But typically, once you get up to that realm, the pressure starts coming back on top of you. And so if I were to start a business over again, we probably will in the next five to 10 years, we'll go start a service business. And we'll run it to about a million and a half, two and a half million and just let it run like an annuity to service people in a great way. But also where we don't have to run it because there's other great people who would love to do that. And so I think there's a huge opportunity. And not just with your hands, I'm talking about bookkeeping, service companies, and different things you can do technologically as well. And if you're a marketer, and you can just market a process, you will be every other marketer out there, you know, in spades because marketing is a low barrier, a low bar to entry. And so everybody's a marketer, but the ones who will actually do the work to build out a system and show you repeatable results. Those are the ones who will win in the future. So there's a lot A business like that, that you can really bootstrap from the ground that you don't have to over leverage. And you can get started here in the next couple of years.

John Meese 30:07
I love that. Well, as you're saying that, so that really resonates. I'll just mention a couple comments my perspective. So my dad's a painting contractor, and when the lockdown hit, and people were stuck at home staring at the wall, they said, I mean, I've been meaning to repaint that wall. And he got a lot of phone calls. I mean, yeah, literally right now he's actually outside of I own a co working space business. And right now he's outside redoing some of the accents on our on the wall outside of our wall, literally right this moment outside my window. But, uh, but yeah, this has been great for him. I mean, it's, it's, it's, it was weird for a minute when you're trying to figure out how to use service people without interacting with them physically. But once they cover that, it was like, great. He's got a waiting list. I mean, he's turning down left and right. So

Scott Beebe 30:47
Well think about this John, to go back to that master process, roadmap, a minute mentioned your business, I want you to paper if you run a painting, contracting service, and you've got a young lady who wants to come in, and she wants to be a painter, she wants to own a painting business, with your master process roadmap, that's your curriculum for training, and you're teaching her how to run a business. And so you make an agreement with her, say, hey, hang with me for three years, four years, five years, whatever. And then I'm actually going to help you with some of our profit, I'm going to help start you into a business, and you've got the template for it. Now, you may not want to do it here, let's move you down the street a little bit. Or you may want to some of those contractors. There's as much business as you want right now, and will be for quite some time. But it's an incredible way when you're not over leveraged, and you're in a service business to teach younger people how to run a business and help them to realize, wait a sec, because I've worked in the corporate environment, yeah, it's not to look at those numbers and go, Hmm, a really great corporate gig, we'll pay you, you know, hundred grand or whatever. But then you've got all the layers of bureaucracy that you've got to deal with there. You could run a business for $200,000 in revenue a year, which is not hard to do, especially when you're in a service business like that. And all of a sudden, you can start making six figures by doing that, and you're 20 something years old, and you've got no debt. And so there is the landscape to me is wide open for the world right now.

John Meese 32:07
That's interesting. Well, thank you for sharing that. I appreciate that. And I will just say add, I don't have the source in front of me, but I read a stat that was shaped, because you mentioned that kind of services, contractors, I mean, that just that need for that. And like in the US, you know, we have this distinction, you know, between 1099, contractor, W2 employee, right. I read a stat just in the last couple of weeks. I mean, this is not from the last couple of weeks. This is from the last few years that while there is a general shift in our in the economy in the in the modern workforce towards more contract laborers were attended to and contracts. It is a massive shift in college graduates. Right now, it's 50% of college graduates move directly into a position where they're a freelancer or contractor, 50%. And that's I mean, that's like the new workforce. So every year, that's changing the whole landscape of how we do work. So yeah. So anyway, I think I think you're onto something is all I'm trying to say.

Scott Beebe 32:57
Yeah, yeah. Well, I would love to, it's one of the things we've been thinking about is how can we take our framework and bring it down to the 17 and 18 year olds and somehow get them and just start spawning? You know, because they've got incubators all over the place and all that, and that's great. But it's following the old model from the 80s and 90s. of let's, you know, let's let's go get funding and let's go get all that. You don't need to do all that. You can take people and go, you know what, let's go buy your pressure washer for 300 bucks. And let's start hitting the streets and go talk to Jim and Susie down the street. Let's see if you can pressure wash their house for 300 bucks, and it's going to take you three hours and you start doing the math and let's put that on the spreadsheet. And next thing you know, you're not making 300 bucks, but you might have made 70 in three hours of work. And so that starts to click my son owns a little pressure washing business right now.

John Meese 33:46
So it's a areal example.

Scott Beebe 33:48
Yeah, yeah. Yeah, that's a real example. So when he saw the spreadsheet, he was like, oh, okay, you can see what most go off.

John Meese 33:55
That's cool. Okay, so what advice do you have Scott, let's kind of kind of pivot to close with this what advice you have for other business owners right now. So there's a business owner, there is a current business owner that has either a service or product based business, but whatever it is, they're going through right now. They're really just trying to figure out how to navigate this current crisis and build a rock solid business. I mean, they want to just not just survive, that's kind of step one, but also thrive, right? We want to in the midst of this, so what advice do you have for other business owners right now who are in that situation?

Scott Beebe 34:27
John, there's a lot just comes what we've seen, but let me pivot in a different direction. Because my minor typical advice is go write your vision, like before you know where you're going, you can't go anywhere. So let's just assume that that's, that's out there. There's three guys that just popped in my head when you laid that out, that are all here locally, and they're all three in that situation that you just said. And what's interesting is they all know we exist, but they're just they're just kind of resistant from it all. And it makes me think, what are they battling with? And so I think when I think about your question, you've really got to ask yourself, as a business owner, entrepreneur, whatever I do this myself, can I? Can I come out of this funk myself? And let me give you a little litmus test. If you've been working on it for two years, three years, four years, five years, and you're not out of it, the answer is no. So the DIY path is out for you, you can't do that. And so go ahead and get that out of your head. And then you've got to start to have a real honest conversation with yourself to go, do I work better myself? Do I work better in a group? Or do I work better with a person? And once you answer that question, you've got to start finding people who are not strategy people. Because most coaching that's out there is marketing strategy, hey, we'll help you 10 x your business. Cool. That's great. What happens when the 10 x comes in, because if you're running your business, the way you have been, your bank accounts are like Swiss cheese, the 10 x is going to go right back out. And so I'm not super interested in 10x-ing businesses. We don't talk about that a lot now have businesses we work with 10 x Yeah, of course. But what we're more interested in is let's plug the holes, I keep going back to these boat metaphors, plug the holes in the boat, and let's re fiberglass and refabricate the boat for the type of boat that you actually want. Because the type of boat that you started in is probably just a boat that got you on the water, like let me just get in the water. Well, now let's build your boat that you actually want. And you can actually bring people on how many people do you want in your boat? And you start to kind of run through that metaphor. So you really do have to ask yourself, can I do this myself? Some people can. It's rare, but some people can. Do I need to do this with other people? Or do I need to do this with a person and kind of walk them through and then from there, then I'll follow river pools and spas. There's guys like us. There's people like traction. Oh, Gina Whitman, Michael Gerber. I mean, there's really good roadmaps out there to follow, but you're just going to have to kind of lay down and invest in to dive in if you really want to do that correctly.

John Meese 36:45
Well, that's great. Well, Scott, thank you so much for sharing your experience and your insights today. I appreciate that. Where can we go to learn more about you what you do and how you can help us?

Scott Beebe 36:55
Yeah, I'll give you a couple of resources. If you go to mybusinessonpurpose.com/vision, our entire vision tutorial is right there. It's unlocked, it's totally open. It's the same one we take all of our clients through, it's about 20 minutes long the tutorial is, and then the templates there as well. So if you wanted to, if you wanted to write that out, but our website at mybusinessonpurpose.com here over the next few weeks a month, as I mentioned earlier, we're going to be throwing a bunch of other content up there as well. And and we'll have a way right there on the website that people can reach out and talk to us. And just to let you know, we're hopefully you can tell this. We're very upfront. We're very honest, we don't have anything to hide. And so if people come, they know they're going to get kind of the truth with whatever they see on our site there.

John Meese 37:37
That's great. Well, thank you, Scott. I appreciate you. Thank you for time.

Scott Beebe 37:40
Yeah, john. Thanks for putting this together, man.

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About

John Meese is the author of the #1 bestseller Survive and Thrive: How to Build a Profitable Business in Any Economy (Including This One). An entrepreneur himself, John is on a mission to eradicate generational poverty by equipping entrepreneurs with the tools and training they need to build thriving businesses from scratch. He is the CEO of Cowork.Inc, co-founder of Notable, and host of the Thrive School podcast.

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