0:03

Hey, what’s going on, everybody? Wednesday, 11 a.m. 

0:09

Donald, I thought it was six dependents, but when Vanessa gets on, let’s ask her directly.

0:17

All right. Hey, what’s going on, Steve?

0:24

Good to see you.

0:28

We’re going to talk a little bit about direction, like, you know, opening the door, right?

0:34

Getting it, uh, getting it, uh, you know, getting people interested, right? And, uh, I’m working on—please, if I say this, don’t start hammering me—but I’m working on compiling a little bit of data with Tommy and stuff to show, like, the angle that I’ve got the best response is by saying, you know, hey, listen, give yourself an advantage on hiring.

1:07

Give yourself an advantage in hiring better people.

1:10

So I want to kind of work on getting some data or some case study situations or some sort of stories of people that have had a little bit better success hiring people this round by offering the fact that they can offer the health product, right?

1:34

So that’s the angle that I like.

1:37

That’s the angle that I’m taking.

1:39

Listen, I’m not always right, so if anybody else has some other ideas—I know we got some sharp cats on this call—pitch in, right? Let me know.

1:50

But that’s the angle that I feel is very non-intrusive, right?

1:56

And I feel like it’s a way to start a conversation, because that’s all you’re doing.

2:01

I mean, that’s all you’re doing. In sales, you got to crack the door open.

2:07

And then somebody’s got to look out the door, right?

2:11

And I found that, you know, the more non-intrusive you can be by doing that, the more successful you’ll be in sales. Because, I mean, at the end of the day, nobody wants to be sold , you know what I mean? Nobody wants to be sold anything.

2:25

And if they feel like they’re being sold too early, right, sometimes you can just have people put up a blocker. And then they’re just lying to get you off the phone, or get you to hang up on them, or not respond to you, or they’re deleting your email—or however you’re contacting them, right? So, you know, there’s a reason why they say you got a 33% more chance of having success meeting women if you like their cigarettes, even if you wouldn’t date a girl who smokes. I understand, let’s not get into all that.

3:00

The reason why is because you’re breaking the ice, right? It’s common information, right? Common ground.

3:12

Yep, it’s totally an advantage for hiring and retaining employees. And I found with the people I’ve been talking to, it’s so easy.

3:26

You get them talking about how hard it is to hire decent employees. Everybody’s got a story.

3:32

If you just open with that or make a statement such as that, they’re gonna start talking, right?

3:40

Because people love talking about themselves, right?

3:42

And then it’s just choose your entry point. You know, get them talking as much as possible.

3:55

That’s right.

3:56

Being a closer—there’s a reason why we got two ears and one mouth. I know I ain’t teaching y’all anything, but it’s the facts. A true closer listens, listens. Hold on a second, let me shut my door. All right, Vanessa, you with us? I sure am.

4:30

I just wanted to clear up—Donald Leath was asking, is it four dependents or six dependents? It is six, and we are working on updating that site. Cool. All right.

4:43

Make sure—I mean, that’s important, right? Yeah, for sure.

4:48

I mean, does anybody have six kids anymore? My mom. But I guess we’re not kids anymore. I think so.

5:08

Yeah, having folks just give me their opinion on this new offering after they ask what I’m up to now that ERTC is over.

5:18

Yep.

5:20

It’s over.

5:20

But man, I see commissions flying in and out of here every week.

5:24

We’re still paying out massive commissions. A couple hundred grand last week, I saw.

5:32

I never thought I’d get used to sending out 200, 300, $400,000 in a day.

5:37

And now it’s like, that’s another Wednesday.

5:41

It’s an amazing feeling.

5:43

Right.

5:46

Yeah, that’s good.

5:47

That’s good.

5:48

Um, I knew y’all were going to go to, like, twice a month, but it seems like y’all are still going once a week.

5:54

Brian loves to pay.

5:56

He loves to pay.

5:58

I don’t blame him, man.

5:59

I mean, with all that—I mean, get the potato out of the microwave and throw it at him. Throw it on like a roll.

6:11

So, talking about opening doors, right?

6:14

So, with anybody I found personally—and again, I’m not sending out cold emails, and some of you masters can figure out how to do this with cold emails—

6:24

I’m, you know, I’m a belly-to-belly, talk-to-people type, right?

6:27

I get to know people with intent, to be honest.

6:34

But, you know, I found the easiest way to lead into this has been just to talk to them about, you know, how hard has it been hiring, right?

6:47

And then I always bring up Tampa, because, you know, we hired a lot of people in Tampa. And man, there was, at one point—this is no bull—at one point, we were bringing in rooms of like 30 to 45 people that a recruiter was bringing in.

7:05

And at first we were interviewing, I’m like, **** that, man. I **** you not.

7:10

And I’m embarrassed to even tell you this.

7:11

I literally would give them a piece of paper, just make them read to me right there.

7:16

I mean, I was cutting half the recruiter people just based on the way they sounded when they read. Or, I mean, it’s sad, but some of them couldn’t even read.

7:28

Or read well, let’s say, right?

7:31

And so I knew right then—I mean, I know it was a little brutal and harsh—but you know, if somebody’s a bad reader, they’re out, right?

7:46

But we got a lot of experience with hiring people and trying to hire the best people we possibly could.

7:54

And with ERTC Express, we were giving full benefits as part of the package.

8:01

So I can only imagine some of these contractors are landscaping or garage door repair, like I talked to you about last week. You know, I can only imagine those people having even more hold-up, right? Small businesses, right?

8:23

So what kind of feedback is anybody getting?

8:30

Anybody give me some feedback?

8:33

Anybody had like a straight cold objection or rejection?

8:52

Tell me this real quick.

8:54

Just put a one in the chat box if you’ve actually pitched somebody yet.

9:00

Give me a one if you’ve actually pitched somebody yet.

9:02

There’s only a handful of us, but all right, one, one. I knew y’all would show one.

9:18

I accidentally pitched somebody. Listen, I’m just gonna point out it’s fun, like psychologically, it’s always the same people that you have no question they’re out there. At least they could be running into a brick wall, but **** it, they’re running. You know what I mean? The worst thing you could ever do is sit on your hands, man. I mean, there’s not a lot of those on this call, but I know this is some of our better people. But you know, better off to die trying.

9:53

You know what I mean?

9:57

Right, so the only people that have actually pitched somebody yet—that’s not a very big number.

10:08

Maybe we should pivot and find out what it is that people are sitting on their hands for.

10:20

Oh, I just want to jump in.

10:21

Donald, I did update all of those fours to sixes in the chart. It was complicated code.

10:28

And that’s the only reason it took me a little bit to do it. But it’s live now.

10:32

So if you see anything that still says four, if you’ll clear your cache, refresh, whatever, it should say six now.

10:40

Brian says he’s driving.

10:42

Some people I know, they’re driving. Yeah.

10:53

Donald says, I think the company is printing my business cards.

10:56

That’s what I’m talking about.

10:58

Frickin’ animal.

11:02

I love that.

11:05

‘Cause that’s the ideal company to pitch this to.

11:08

I mean, if you have contact with somebody, there’s no reason why you shouldn’t have intentions of pitching every single person you have contact with, especially if you’re doing frickin’ business with them.

11:21

It gives you permission to sell, almost, right?

11:35

All right.

11:38

Well, how about this?

11:40

How about, let me ask this question real quick and see what I see.

11:46

You all tell me what you think would help you the most.

11:53

What would help you?

11:56

Reggie, you just got off vacation?

11:57

Dude, I just did a bunch of vacation too.

12:00

I actually got vacationed out.

12:01

I was ready to get back in the seat.

12:07

I did Yellowstone, all over Wyoming, Deadwood—which was awesome—and then went to Vegas for a few days.

12:16

We went to see the Scorpions, which was epic.

12:18

I ain’t going to lie. Brian actually flew out there and met me.

12:21

We had a good time.

12:23

My girlfriend, she’s not even really into rock music, said it was the best concert she ever saw, which was cool.

12:37

I was like, baby, the 80s was the best decade.

12:43

Big lights and big stages and big, big, big guitars. Well, what I’d love to know is, if you had—everybody out there—if you had a list of the top three things that, if you had in your hand right now, you would feel confident to hit the ground running, to talk to businesses and start closing these deals, what can I do on the back end to get those top three things in your hand?

13:14

Obviously, after the three, we’re going to keep working, but we’ve done the brochures, we’ve done the business cards, you’ve got your affiliate links.

13:22

What can we do to, like, how Syd said—even if you hit a wall, at least you’re running.

13:29

What can we do to make that happen?

13:33

Steve wants email sequences.

13:34

Okay, Brian has produced—Brian himself produced some.

13:38

So we’re getting those out, and they’ll be in the SBS this week.

13:42

And then I’m, I think his was like a three-touch.

13:44

And so I’m gonna take those, expand them, and make a five and a 10-touch. But we do have Brian’s.

13:49

So Steve, that is a check mark on the way for sure.

13:54

What more can I do?

13:55

I love the idea of not coming out of the gate in an email.

13:58

I love the idea of saying, you know, so-and-so contractor hired and retained 28% more employees this last month.

14:09

Let me tell you, let me tell you why.

14:12

Right. I like that kind of data.

14:19

I almost tell it like, you know, do a headline with a problem, do one paragraph on how to scratch the itch, and, you know, draw them in that way.

14:33

Not that I’m a great emailer or writer in that case, but that’s the way I like it.

14:46

I just requested business cards.

14:48

Three templates. Okay.

14:49

Reggie, that’s a great question.

14:50

I’m glad I saw your ticket.

14:52

I did show everybody the three versions of the business cards that were being decided upon by the corporate, the executive team.

15:01

It’s not that I made three business cards for people to choose between to use for themselves.

15:08

The one business card that has been approved is the one that we gave you.

15:12

We’ve made you your personalized business cards.

15:15

They are the lateral.

15:16

It’s clean white with your information with the Illusional logo on the back.

15:20

That is the approved business card template.

15:22

So we’re not sharing the other templates because this is the approved business card.

15:32

Donald says, basic question: have never had a digital brochure before. How to best use it?

15:37

Print for handout, mail, etc.? Donald, excellent question. You can do either.

15:41

So if you want to go get it printed, you can. And you can choose to do it on cardstock, glossy, whatever your budget or your scale is. You can print them at home if you want to. That’s absolutely fine.

15:56

The digital version is so that, yes, you can email it to folks if you want to.

16:04

I recommend when you go to print anything like that, nicer is better for two reasons.

16:11

One, you want to represent yourself the best you possibly can, especially if you’re doing it with a piece of paper that you’re going to leave behind. But two, make them nice enough that you don’t just leave them, right?

16:23

Like you make sure you leave them in the best-case scenario.

16:27

If they’re cheap, you’ll find yourself just dropping them anywhere too easily.

16:32

If you spend a little bit of money on them, not only will you represent yourself a lot better by having a nicer product, but you’ll also kind of check yourself a little bit, and you’ll work a little harder, which I found helps a bunch.

16:50

Yeah, all of our marketing materials, we’re really putting our best foot forward—buttoned-up, professional, corporate—to exude confidence and authority.

17:05

So all of the marketing materials that we provide are going to be professional-level, approved by multiple entities.

17:17

We’re not just throwing it together.

17:19

So that does slow down the rollout, but it means that the product you get to walk in with, you can be very, very confident in, and you don’t just spend your time.

17:30

Maybe gussying it up, right?

17:35

Okay, see Tommy just jumped on. Is he with us?

17:41

Let’s see if we can bump him. Yeah, I see him. Yeah.

17:46

Hey Tom. Hey, how are you guys doing?

17:49

Can you hear me?

17:50

Hey, yeah, absolutely.

17:53

You know, how’s it going?

17:55

Rock and rolling, buddy.

17:56

Good to see you.

17:57

Yeah, likewise, likewise.

18:00

Hey, I got that call we talked about last week.

18:04

They tried to get together yesterday.

18:05

I told them maybe sometime today or tomorrow if you’ve got time.

18:09

Absolutely.

18:10

I was going to ask you if we could get that lined up.

18:12

That sounded really exciting.

18:16

Yeah, Tom, let me ask you this because I know we’ve known each other for quite a while.

18:20

If you were going to leave a leave-behind, you know, any sort of literature, would you do it on a 35-pound newsprint or would you do it on some nice glossy stock?

18:35

You know me. I’m going to have the nicest of the nice, brother. It’s going to stand out.

18:40

They’re probably going to work for me.

18:41

I’ll leave. Same here, dude.

18:44

I used to have metal business cards like 12 years before metal business cards were cool.

18:48

And I would use them. Like, when I pulled that out, that’s when I knew they were going to… I mean, I had people call me over the business card, sometimes not even—

18:58

Yeah, yeah. Who cares what you sell?

18:59

Don’t talk to me about this. Business card.

19:01

But it still got me in the door and got a conversation started, which is the secret to sales—breaking that ice, you know.

19:08

And you’ve got to make yourself different, right?

19:12

I’ve been told I do things differently.

19:15

Every swinging guy that comes in, every person that walks in, has got the same old, same old, same old.

19:21

What’s going to separate you from them, right?

19:26

A hundred percent.

19:27

Yeah, and I’m not going to mention names, but I got a buddy who we both know—who I love to death—but he comes across so salesy.

19:35

Like, I mean, he tells them, but somebody who’s just trying to enjoy their coffee in the morning gets hit with this guy right in the head.

19:45

Like, I’m sure, I mean, you know, I’m sure he loses more deals than he makes with his hardcore closing techniques, for sure.

19:57

You know, I think bringing up a conversation such as, “Man, what’s going on? How are you doing on hiring? Are you growing? How’s business?”

20:09

Questions like that. And when people go, “What are you doing to hire people right now?”

20:13

I mean, that’s got to be tough—especially any sort of skilled labor position, right?

20:19

Because either you can do it, or you can’t do it. And nobody really wants to go teach people how to do it, right?

20:27

So any sort of plumber or, you know, like a truly skilled labor-type position, you’ve got to ask them, “Hey, how’s business?”

20:38

“Good, good, good. So let me ask something. What’s your process on hiring employees? Because, I mean, it’s got to be hard, right?”

20:48

And get them to talk about it, right?

20:52

What do people like talking about more than anything? They like talking about themselves, right?

20:58

Yeah, everybody likes to talk about themselves.

21:01

If you can establish common ground with somebody, like if you said that to me, I would immediately go, “Dude, we went through a nightmare in Tampa firing people. It was awful.” You know what I mean?

21:13

“Well, tell me more about that, Syd. Tell me more about that,” right?

21:18

Right. And then go, “Let me tell you a little secret. What kind of benefit packages are you offering, or is it just your hourly wage?

21:26

So the only way you compete with your competitors: if you offer $17 and they offer $16 an hour, then you beat them, so they go with you.

21:33

And the second that guy decides to pay $18, are they going to leave you?”

21:38

So, you bring up a great point.

21:40

So, you know, I’ve always said I’m not in sales.

21:43

I’m in the problem-solving business, right?

21:45

All I have to do is identify a pain point.

21:48

How do I do that?

21:49

It’s by asking questions, right?

21:51

And we just figured out hiring was a nightmare in Tampa.

21:54

We’re like, “Wow, what was the nightmare there?”

21:57

“Well, we had a lot of turnover, keeping people.”

22:00

So retention was an issue.

22:01

“What I hear you saying—is that right, Syd?”

22:03

“Yeah, retention was tough.”

22:04

“Okay, well, now you go, like you said, what kind of benefits are you—”

22:07

“Oh, well, you know, we didn’t really have benefits.”

22:09

“Well, if we were able to give something to employees, such as benefits that they could use, would you think that would make a difference?”

22:16

“You see, that would be a better thing for them to have.”

22:19

“Well, yeah, I can see that.”

22:20

Great. Guess what—I’ve got a solution for you that may help in your retention area. We’ve got a telehealth program with zero deductible, no copays, and it’s a family plan for the husband, wife, and sick kids. If we could do all that plus some other benefits for $39.95 a month, would you see some value in that?

22:37

“Of course I will.” Real easy to do the lead-in, right? So it’s not like—it’s the easiest thing ever, really is.

22:52

And you know, $39.95 a month sounds inexpensive, but if you go, “Hey Tommy, how many employees you got over there?”

“Eight.”

“Great, $320 will cover your entire company plus all their kids.” That even sounds cheap.

23:15

So I think you can do the single entry or go ahead and hit them with, “Ten employees is $400 a month.” I just took Sherry to get a Starbucks pumpkin spice latte for the fall, and it was a tiny little cup, and it was like $7. I’m like, “You gotta be kidding me.” If you want anything, I said, “Absolutely not.”

23:37

Yeah, y’all stick to Dunkin’.

23:38

Yeah, but for the price of a Starbucks coffee a day, you cover each employee for the price of one cup of coffee, just about.

23:48

Yeah, it reduces the ridiculousness, right?

23:52

Yeah.

23:53

That’s why we call that closing jam, family—you gotta reduce the ridiculousness.

23:58

I told you, when I was talking to my sister-in-law—not even trying to sell it—she misunderstood and thought it was $39.95 per family member.

24:07

And she was ready to spend 120 just for her.

24:11

And I had to say, no, no, boo, boo, only 39.95 for your whole family.

24:16

And she, I mean, she couldn’t have been more eager, but the value is so huge.

24:21

She was ready to spend four times more without blinking.

24:25

Right.

24:25

We would gladly let her have that deal if she wanted it.

24:30

Yeah, well, and listen, I mean, when, you know, value over price equals sell, rule number two, Uncle Syd. If you build the value of the actual product, price has zero to do with it.

24:44

You know what I mean?

24:45

Like, trust me, I sold Corvettes for years and never even offered a test drive. That goes to show you the value of the car was worth it. You know, they were paying 45 grand at the time without a test drive, back when they were that price.

24:58

What do we always say?

24:59

A good deal is a state of mind, right?

25:01

And when I teach price, people make a buying decision.

25:06

All of us, all of us do that.

25:09

We walk into a store to look at a suit and it’s $1,200.

25:15

And then we go over to Men’s Wearhouse and look at a suit and it’s $99.

25:20

Why would we pay for the $1,200 suit?

25:23

Because we perceive value in that more so than Men’s Wearhouse, right?

25:28

So anything we do, like Syd said, as soon as value exceeds price, the buying decision is made.

25:35

And for me, I think anybody who says no, I would just say, well, just offer it to them.

25:41

You know, I’m not—

25:42

How about this?

25:43

Just offer it to your employees and watch the change.

25:46

If you don’t want to buy it for them, just buy it for yourself and then offer it to your employees and do payroll deduction, and see how many people hook up.

25:55

You said that before, Syd. This is like—that’s a loss, right?

25:58

That’s the Z. Yeah, right.

26:05

Yeah. So, um—

26:08

Yeah, I spoke to a guy who did a garage door repair.

26:10

He only had one other employee, but I mean, he liked the idea of it.

26:13

And he’s planning on hiring.

26:15

He needs to bring on one more person.

26:17

But, you know, little old McCliny where I live.

26:23

Literally, like, what separates you from the other garage door repair guy?

26:29

And if you hire somebody—literally, as I had this conversation with him—at $16 an hour, and then the other guy gets desperate and offers $18, is your employee going to leave you? Because we see that happen all the time around here. Everybody just kind of naturally climbs the ladder. I mean, you’ve got to create a culture, you’ve got to create more than just an hourly wage, or you’re going to get burned every time, right? And of course, nothing’s worse than hiring somebody, training them, spending six months with them, getting them decent at what they’re doing, and then they leave you for twenty-five dollars an hour. You know it costs you so much more than that dollar twenty-five, right? The cost of an employee leaving and training somebody—it’s horrible, it’s huge, horrible.

27:00

Yeah, it’s much more than 39.95 a month.

27:03

Agreed, agreed.

27:05

All right, so Vanessa, you’re putting together some email copy. Brian’s putting together some swipes.

27:33

Yeah, I’ve got the three-touch sequence from Brian, and I’m going to use that as my basis. I’m going to craft a five-touch and a ten-touch.

27:41

And that’s all going to be rolled out in the small-batch system, but also, drum roll, I guess—we’ve got the Small Business Advantage membership site.

27:51

So I will be adding the brochure, the business card template, and the emails as we roll them out.

28:00

And I’ll get everybody their usernames. You should have that welcome email out to you guys by the end of day tomorrow.

28:07

So all of the content will have a resource place—all of these crossover calls that we’ve had.

28:12

I’ll have the replays up for us there.

28:17

And we’ll have a home, finally, for Small Business Advantage.

28:22

Awesome.

28:23

Robbie, what’s the last company that you’ve spoken with about this?

28:28

Let’s say it was a landscaping company.

28:32

I’m actually running from Tim and me.

28:34

We have a commercial property together and Naturescapes is the name of the company we call.

28:40

And they’re Naturescapes.

28:43

Yep. Yeah, they’re pretty big too. So we’ve got a call scheduled.

28:54

Right now.

28:55

I’m thinking it’s Wednesday of next week with the group.

28:59

You have about three owners and two managers.

29:04

Yeah, I remember Naturescapes when I was in high school.

29:06

I want to say either my buddy worked for Naturescapes, or that was the company we bought some pine bark from one time.

29:14

Yeah, once we realized we could get it by the truckload, we quoted the guy down the street, thinking we’d have to buy it by the bag. Then we found out you could get a whole truckload for a couple hundred bucks.

29:23

It made our profit soar.

29:29

Reggie’s asking about the status of the ACH process.

29:35

Yeah, that’s a technical development question.

29:43

We have an ACH account, right?

29:47

But the functionality of letting folks switch back and forth—it is a custom-designed interface. So it is a priority, but it’s not our top priority.

30:02

First, we want to get your dashboard so that you can see your leads versus deals and all of your deal information.

30:07

So you can track your money and work on those deals that maybe we captured as a lead but that didn’t convert. That’s our top priority.

30:15

After that, yes, the ACH interface will be worked on and we’ll roll that out.

30:25

And no, we absolutely can’t unroll this fast enough for us.

30:34

I mean, just trust me, we wanted this thing done yesterday, but you know, we want it to be done correctly, right?

30:41

The worst thing you can do is roll something out half-fast, do it the wrong way, and then try to fix it when you’re hustling to get everything done.

30:50

It’s just the most impatient people in the world, and Sherry and Vanessa have had to deal with that.

31:00

But they kept us grounded, focused on what’s important, prioritizing the correct things, keeping everything moving in the right direction.

31:08

And I think you all will see and appreciate once we roll it out, it’s going to be super, super slick.

31:14

And it’s going to give you all the information you need to make sure that you’re able to keep up with your deals, follow up your deals, and track your pay and all that kind of stuff.

31:22

So as much as everybody wants to get this thing going right now, right now, right now, there are some really important things just right around the corner, I think.

31:30

Right, Jerry? Are you getting close?

31:34

Yeah. Hey, let me ask a quick question real quick.

31:41

Steve, Steve Brant, you signed up yourself.

31:44

How was the onboarding process? Like, what did you experience, if you don’t mind me asking?

32:00

That’s the best way to get honest, honest, honest. You know, a bunch of y’all have already signed up.

32:09

You said it was easy.

32:09

Steps are understandable.

32:11

Okay.

32:11

That’s good news.

32:13

I like easy.

32:13

I like simple.

32:15

Yeah.

32:15

He gave us some great feedback on the welcome email that we are implementing.

32:21

We’re making the changes today.

32:26

Access to the app—so there’s a Business Sense app that all of the business owners get access to, and we hadn’t really put that front and center. So I added today on the email the little “Download from Google Play” and “Download from Apple App Store” icons. I’ve added those into the welcome email, and they are hyperlinked.

32:49

And then there is a…

32:51

That’s good, because a lot of people look for the icon more than the actual…

32:54

Yeah, it’s just a little unclear, a little cloudy.

32:57

When you look through it, you end up really kind of reading.

32:59

We want it to stand out a lot more, make it very—you know, reduce it to the ridiculous, right?

33:04

So you want to just—there’s no way I’m going to miss this.

33:08

Reggie’s got a great question about the 5% service fee on the credit card.

33:14

Go ahead and enroll now, because when we roll out the ACH—and this is part of the complication—this is “right versus rush.”

33:22

Thank you for that phrasing. I love it.

33:23

We are going to have, inside your customer account where you can manage your account, the ability to flip to a different payment method, which will remove the service fee without having to recreate and re-enroll your subscription.

33:41

So yes, you can go ahead and enroll now. And as soon as the ACH is active, then inside your customer dashboard, where you manage yourself, your Business Sense, if you have an employee and you add a Health Sense, etc., you will see your billing information—the last four digits of your credit card, etc. You can change to a different credit card, you can change to ACH, you’ll be able to add or remove licenses.

34:09

All of that will be controlled without having to cancel and re-enroll. Good, Reggie?

34:15

It’s pretty much become standard protocol—4% credit card fees, by the way.

34:19

I have to ask for them all the time. I work at a gun store on the weekends, and I have to ask people 4% every time.

34:26

Some people go, “**** that,” go to the ATM, and get cash. I’m cool with it. I don’t blame them.

34:32

But it’s become more common nowadays than it used to be. What was the question you asked, Jerry?

34:39

I saw it going green and red and green and red.

34:42

Tommy, you’re asking Sherry a question.

34:44

I just want to ask her, Bob, what she thought about it.

34:47

Sherry, what do you think about timing for our dashboard for the agents?

34:52

What are we shooting for today?

34:54

Sure.

34:54

So can you hear me?

34:55

Can everyone hear me?

34:56

OK, cool.

34:58

So we got some news today from the dev team that Vanessa and I work with on a daily basis, that the dashboard for our review first will be ready Friday.

35:12

So what that means is we actually have a dashboard, but we want you to have individual access to your dashboard, right?

35:19

So Vanessa and I and, you know, Tom and Brian, we can see all of y’all’s dashboards.

35:25

We know who’s sold who, or who’s bought, right?

35:28

And so we can see the clients that are linked to you.

35:33

So we have visibility in everything, but we want you to have visibility.

35:36

And so that’s a user management access that they’re working on. It’s supposed to be done Friday.

35:41

So as long as everything goes well—and I work with Vanessa on the best time to roll out—it may be as soon as next week.

35:48

So we’re just doing that.

35:50

Now the welcome—yay, I know.

35:54

Now with the welcome email and the adjustments, we’re hoping to get that Friday too.

35:58

They said they’re gonna work hard to get that Friday because, like Steve and I talked, he gave me great feedback and it totally made sense once we looked at it. It’s really just getting that Business Sense app right there in your face. Because you will be the only ones, as a business owner, that will receive that Illusional email. Your employees won’t. For example, you’re the business owner, right?

36:23

Any employees will not get that Illusional email. That’s for you as a business owner.

36:28

Again, you playing the role as a business owner get to see that, because it’ll link you to the platform for the business owner to manage the benefits for himself, the licenses, and the employee changes, as well as adding or removing employees.

36:47

The employees only get a Health Sense email directly from our—let’s call them supplier, right?

36:53

The one that supplies the product, right?

36:55

So that welcome email is important for the business owner to understand and know, “Hey, I have to download this Business Sense app.”

37:05

Now, on the platform, there are docs.

37:09

When I say docs, there’s a Business Health Sense doc, there’s a Health Sense doc where they could tap that.

37:15

Like that’s what Steve did.

37:16

He actually—there are four links.

37:18

There is a Business Sense link that takes you directly to the Business Sense website, where you create your login and password.

37:26

And there’s a Health Sense link that the business owner can share with his staff.

37:30

“Hey, here’s the link.”

37:31

The staff goes, “I don’t know what to do.”

37:34

“Here’s the link.”

37:35

But there’s also the packages, meaning a PDF that says, “Hey, this is what you get, employee,” which the business owner can share.

37:41

And then the Business Sense package doc, which the owner says, “OK, now what do I get? As a reminder, this is what I get.”

37:48

So like I said, there are those four separate links.

37:52

But like Steve and I had talked about, he had said, “I really, really think that if that’s blaring—” and I said, “I love it, we’ll do it.” And Vanessa is making those changes, and we hope to have that done on Friday.

38:04

That’s the target that we’ve asked the team, okay?

38:07

So that’s really exciting, and like Vanessa said, we also set the rules so that we understand the lead versus the deal, right?

38:14

So anytime a client buys, it’s a deal.

38:20

Anytime a client enrolls and doesn’t buy, that’s a lead, and that will show up on your sales dashboards too.

38:27

Very cool. Sounds like the car business.

38:31

Yeah. So Steve, thank you for pinging me too.

38:33

Steve, thank you for pinging me and us getting on a call and ironing that out.

38:40

Team, seriously, if you see something and say, “Hey, I would love this,” let us know and we’ll get it into what’s called a sprint.

38:49

A sprint is how we do the development with the IT teams.

38:52

We’ll say, okay, where can we fit this?

38:55

And the development—every two weeks, we roll out new development.

39:00

So feel free, you can email me at shari@tlutional.com

 and make sure you always include Vanessa.

39:05

It’s important that she sees it because she’s our wonderful visionary for all this work.

39:09

I just work with the IT team, make sure we stay on schedule.

39:13

So just please feel free, once you start accessing your dashboard, if you have an idea, send it our way.

39:19

OK, and we’ll let you know if it’s already in.

39:21

We’ll let you know if it’s already in scope or not, and we can add the idea. Okay. Thanks, everybody. Very cool. Awesome. Thanks here. Sure.

39:33

Hey, so I want to throw something out there, and since I didn’t ask for permission, I’ll personally pay it if it doesn’t get approved. But I want to offer a $100 Amazon gift card for the first person that lands a deal this week. However, I want to throw something in on it. I also want to offer a $50 Amazon gift card next Wednesday for anybody who brings a story of somebody who said no. I want to hear the objection—only hear the objection. And since I’ve made a ripper on American Bitcoin today—not so much on this, but on American Bitcoin—it’s coming. No, I’m good. Missed. I cost an average down.

40:18

I’m in, I’m in the green, but I remember since what Syd said, that I gave him a stock dip, and December 14th, Syd, you and I are gonna be popping up with a bottle of Pappy. You just want to say, all right, all right, all right. I’ve been adding to my position, getting all excited and giddy. All right, so does everybody understand? $100 for anybody that has a successful deal, and we can talk about it next Wednesday, and $50 if you get told no. I’m going to pay you to get told no.

40:57

Just bring me the objection, because I want to hear what objection you hear, and we’ll work past it.

41:04

In fact, I’ll give everybody $50 that brings me the objection that they hear, all right?

41:15

Yep. And that way, we can start working with them. I want to hear what objections you’re hearing.

41:25

All right, Vanessa, you got anything else?

41:30

I think we’re good. Did we miss any questions? I think we’ve answered them all.

41:36

Does anybody else have a question? Ask now, forever hold your peace.

41:45

I said, I think we’re good. I mean, I can get back to work.

41:47

I want to get everybody their membership into Small Business Advantage.

41:52

I got approved for three suppressors today, Tommy, so it’s like Christmas for me.

41:57

Boy, that’s what I’m talking about. Absolutely.

42:03

I think I’m going to… I think I’m interested in maybe.

42:07

What do you think, Sherry? Should I get a gun?

42:09

Yeah. Hey, I know a guy, can get good prices. Just call me if you need one.

42:16

Sorry, I couldn’t get off mute fast enough. Yeah.

42:21

Whatever you want, baby.

42:25

So, Sherry’s asked me before, she’s learned.

42:28

How many guns do you need? And my answer is always the same.

42:32

Just one more. Just one more.

42:34

I had an 80-year-old man come in last weekend, and he said, he goes, man, you gotta put your safe in the garage. I said, why? He said, because then you can get stuff in it without her seeing it, and if she notices a new one, you go, “That was Uncle Tommy’s. We’ve had that for 25 years, it’s been in the back of the safe.” Sherry, where’s my gun safe? In the garage. It’s in the garage. I’m going to have to go to—Alright, very cool.

43:23

Hey, with respect to everybody’s time.

43:25

Thank you so much.

43:26

I appreciate it. We’ll see you next Wednesday at 11 a.m. Tommy, thanks for jumping on with us. I’m excited, man.

43:31

So let’s hit the ground running. This is so simple, stupid. There should be no learning curve. But if you do, if you have an objection, bring it to the call. I’m going to pay you $50 for that objection. And let’s rock and roll.

43:49

Okay. All right. Let’s do it. Thanks. Thanks, Vanessa. You’re awesome. I appreciate you so much.

43:57

No problem.

43:57

Thank you. See you, everyone.

43:59

Bye, you guys.