• John uses a "player board" approach to visualize business decisions

• Incorporates concepts like worker placement, resource management, and tech trees

• Financial modeling over a 5-year period to project cash flow and expenses

• Decisions (e.g., expanding to new markets) are evaluated based on projected revenue and free cash flow

• Implementing point systems and achievements for door-to-door marketers and sales reps

• Example: Points for knocking on doors, generating leads, closing sales

• Immediate buy-in and increased engagement observed when gamification is implemented

• Draws parallels to video game achievements (e.g., Xbox, PSN trophies)

• Employee (Keith O'Brien) at Rippling began spying for competitor Deal

• Rippling set up a trap using a fake Slack channel called "deal defectors"

• Spy was caught accessing the fake channel, leading to a dramatic confrontation

• Case involves international elements, with mentions of escaping to Dubai to avoid legal papers

• John's analysis of expanding to Penticton vs. focusing on existing markets (Kelowna, Vernon)

• Considerations: market size, infrastructure utilization, revenue projections

• Vernon expansion projected to yield highest revenue ($4.61M) compared to Kelowna ($3.8M) and Penticton ($4.4M)

• Walking or running to clear thoughts and make decisions

• Financial modeling as a foundation for strategic choices

• Balancing short-term vs. long-term cash flow in decision-making

• Amer to explore implementing a CEO dashboard for better business overview

• John to share more details about his financial modeling approach

• Team to consider integrating gamification elements into their sales processes

• Further discussion on applying board game concepts to business strategy

• Austin sold his business franchise and is transitioning to a new role while maintaining minority ownership

• Amer is hosting a large conference with 66 attendees, seeing it as a valuable opportunity for team building and content creation

• John emphasized the importance of business durability and strategic positioning over short-term opportunism

• All participants shared insights on hiring practices, business growth strategies, and financial management

• Sold his franchise business, retaining minority ownership (around 10%)

• Negotiated 0% interest on vendor take-back loan in exchange for retaining ownership

• Valued business based on 3-year average revenue, 1-year net profit, assets, and intangible assets

• Intangible assets included customer data, established subcontractor relationships, and brand reputation

• Faced challenges with lawyers during the sale process, noting their tendency to complicate negotiations

• Hosting conference in Nashville with 66 attendees (contractors, wives, assistants)

• Implemented profit-sharing model with coaches to incentivize ticket sales

• Using conference for team building, content creation, and strengthening client relationships

• Reflecting on personal growth from previous conferences, noting increased confidence and strategic focus

• Identified four main bottlenecks in his painting business: core staff, sales reps, field operators, and vehicles

• Doubled Q1 revenue compared to previous year, but noted seasonality impacts overall growth projections

• Emphasized importance of "stacking the roster" with high-quality staff during favorable job markets

• Discussed benefits of core staff model in tight labor markets vs. subcontractor model in loose markets

• Austin implementing multi-step interview process for CFO position, including video submissions and cross-reference interviews

• John developing hiring strategy for enforcement role, focusing on creating avatar and filtering for desired qualities

• Amer interested in improving hiring processes, particularly for sourcing and evaluating candidates

• Explored concept of business durability and importance of strategic positioning

• Discussed risks of reinvesting in non-durable businesses, using retail industry examples

• Emphasized value of businesses that don't require significant capital to grow

• John highlighted preference for "inevitable" businesses like grocery stores in prime locations

• Discussed value of reviewing 10-K reports for strategic business insights

• Explored parallels between Amer's business and wealth advisory services

• Considered implementing quarterly internal "10-K" style reports for better business oversight

• Amer to explore implementing internal "10-K" style reporting for his business

• Austin to finalize CFO hiring process and continue integrating into new role post-business sale

• John to proceed with hiring strategy development for enforcement role

• All participants to continue regular check-ins for strategic business discussions and mutual support

• Amer is on a spontaneous solo trip to Europe, reflecting on personal growth and independence

• John shared insights on evaluating businesses and personal spending priorities

• Austin is considering evaluating a family member's logistics/moving business for potential purchase

• Reached personal and business goals, now seeking new direction and purpose

• Spontaneous solo trip to Europe (Spain) for self-reflection and independence

• Exploring questions about life purpose, career path, and personal values

• Learning to be more disagreeable and set clear boundaries in relationships

• Austin considering evaluating family member's logistics/moving business

• John advised caution, highlighting potential issues:

  • Likely an owner-operator model with thin margins

  • Low barriers to entry, potentially not a good long-term investment

  • Importance of understanding gross margins and unit economics

• Amer suggested process mapping and time inventory analysis for proper evaluation

• John emphasized focusing on small, impactful purchases (e.g., quality socks, underwear) over expensive items like cars

• Discussed the value of upgrading living spaces for quality of life improvements

• Importance of regularly reviewing subscriptions and cutting unnecessary expenses

• Amer shared a journal entry about the emotional difficulty of firing an employee

• Reflected on the challenges of leadership and balancing company goals with personal relationships

• Austin shared an exercise on calculating remaining days in one's life

  • Example: ~24,000 days left if living to 95 years old

• Discussed the impact of visualizing finite time and its effect on decision-making

• Amer to continue personal reflection and consider sharing insights on social media

• Austin to gather more information on the family business before considering further evaluation

• John to implement his meeting frequency adjustments with franchise representatives

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The group discussed the traits and behaviors of effective CEOs, noting that they often exhibit a strong sense of conviction and confidence in their vision for the company, even if it means making controversial decisions. They are willing to "rattle and offend" the management team with ambitious goals, but maintain a steadfast commitment to the company's growth. Effective CEOs are also described as being highly cost-conscious and paranoid about the company's long-term survivability, making decisions with an eye towards the future rather than just short-term results.

The discussion highlighted the value of curiosity and coachability for sales teams, noting that the most successful sales reps are often the ones who are the most curious about the customer and open to coaching, rather than those solely focused on hitting quotas and closing deals. The group emphasized the need to shift the mindset from just trying to close sales to truly understanding the customer's needs and situation.

John outlined his plan to implement a new "info session" hiring process to build a stronger pipeline of management-level talent. The sessions would involve an informal, conversational gathering at the company's office where John and Brady would provide an overview of the company, its culture, and available roles. This would allow them to cast a wide net and gauge interest, while also giving candidates a chance to get a feel for the company before deciding to apply. The group discussed potential ways to structure the process, including pre-screening applicants and incorporating group interviews.

The group wrapped up the discussion, with Amer and John agreeing that the info session idea made sense as a way to build a stronger talent pipeline for the company's growth. They agreed this would be a good place to end the meeting.

Amer shares an anecdote about reviewing a setter's call recordings and discovering instances where the call duration was inflated, potentially to boost performance metrics. The group discusses the ethics and implications of such behavior, as well as strategies for addressing it.

John shares his perspective on the nuances of effort, yield, and behavioral patterns in the workplace. He draws parallels to examples from sports and business, emphasizing the importance of understanding individual motivations and the structures that enable or discourage certain behaviors.

Austin discusses his approach to implementing "performance improvement plans" (PIPs) within his company, aiming to shift the focus from punitive measures to proactive development. The group explores the challenges and considerations around setting clear expectations, providing support, and aligning individual and organizational goals.

Austin shares his perspective on maintaining a strong work ethic while also prioritizing his upcoming role as a father. The group discusses the importance of leading by example, setting boundaries, and adapting to the unpredictability that comes with raising a child.

Amer reflects on his own approach to productivity, expressing a sense of uncertainty around setting specific goals and deadlines. The group explores strategies for aligning personal values, business objectives, and sustainable work habits.

John, Austin, and Amer share details about their morning routines and daily schedules. John wakes up at 5am, meditates, reads, and has a set breakfast before heading to the office. Austin has a more variable schedule depending on whether he's going to the gym in the morning, but generally wakes up around 5:40am, works out, showers, and then starts his workday around 9am. Amer wakes up around 8:40am, showers, and jumps straight into meetings with his sales team.

The group discusses the challenge of balancing work and personal life. Austin shares that he sometimes struggles to stop working in the evenings, with his wife Miranda having to intervene. Amer explains that he tries to avoid working on weekends, using that time for personal activities and relaxation instead. John notes that if he didn't have Trisha, he would likely work around the clock.

Amer opens up about his desire to be well-known and to spread ideas that he finds valuable. He sees this as a "biological instinct" to share good ideas, and feels he has natural talents as a speaker and presenter that he wants to leverage. The group explores whether this desire for recognition is driven by ego or a deeper purpose.

The group questions Amer's approach to dating and finding a long-term partner. They note that he seems less open about his dating life compared to other areas, and express concern that he may not be as serious or intentional about it as they would expect given his success in business. Amer explains his reasoning for being more private about this area of his life.

Meeting Purpose

Impromptu discussion to explore and provide feedback on Amer Abu Shakra's business operations and management approach at contracting.com.

• Amer's business has a structured sales process with distinct roles (setter, hybrid, closer) and a customer success management (CSM) team

• The company relies heavily on systems and metrics for performance tracking and accountability

• There may be opportunities to increase individual autonomy and self-reflection among team members

• Amer's analytical approach to discussing his business revealed potential insights about his management style

• Sales team: 1 setter, 2 hybrids, 1 closer

• 5 CSMs (including a manager) handle customer onboarding, coaching, and retention

• CMO role focuses on driving revenue and managing marketing initiatives

• 4-person administrative team handles various projects and operations

• Leads generated primarily through Facebook ads (2,200/month)

• Setter team aims for 19-hour callback time

• Double/triple booking system to mitigate 50% show rate

• Extensive use of CRM, dialers, and reporting tools for performance tracking

• End-of-day reports and weekly performance reviews are standard practice

• Heavy emphasis on systems, metrics, and structured accountability

• Potential for over-reliance on external accountability vs. self-motivated review

• Discussion around balancing structured systems with individual autonomy and creativity

• Amer's analytical approach to business discussions may impact team dynamics

• Encouraging more self-motivated performance review among team members

• Balancing structured systems with individual autonomy and creativity

• Exploring ways to make the work environment feel less "corporate" and more entrepreneurial

• Considering how Amer's management style and communication approach impacts the team