Hello, Welcome to Session Two of orgasmic operations October like I am super excited to present today because there's a lot we're going to chat about, because pleasurable profits is totally my thing. And if you're just joining us, which you are, I put up a little poll into the chat. And I would love for you all to select, which most applies to the business that you run or you support because I know that there's a mixture of CEOs, ops and other folks that have attended this workshop series. So I would love to know what the results are. Because then it allows me to be more specific, especially for all that attended live and we can even bring some people on. And I would love to have your game to, to chat about this. Because these, these systems are going to be super important, because that's what we're going to be talking about today. And I know that answer that word, can be a little bit hairy, scary for some people. But you know, what's, what's not a good screen if it's not in pleasure, the spooky season, so we'll make sure that you feel good leaving the session with really clear like next steps for the business. So hi, Natasha. Hi, Stephanie. Hi, Robin. Hi, Miranda, I'm so excited to have you all here. And if you could also, do me a favor, tell me what your business is about as well. So that I have it for my reference in this chat. Because of course, I go back after the sessions, to look to see if we're missing some things. So while you're all putting that down, I am going to get started. All right. And hey, TJ, good to see you. Alright, so TJ does money habits and wellness coaching, thank you. Yeah, like put the business that you run or support in there. So we know where everybody is. Okay, so previously on orgasmic operations October, and if you miss this, the replays available to you, which I will send out a link, don't worry, you can have all the replays as soon as they're downloaded, transcribed, all that good stuff. So be on the lookout for that. We talked about what operations are and why they're important, right operations are the how like, it's the simplest thing, like if you think about your body, we move and talk and do all these things, because our body allows us to, and they're not just like one size fits all everybody's bodies and how we think how we work is different, right. And so that's how you should view your operations as well. Cookie Cutters should be left in the kitchen. And this is what trips people up about their operations strategy and approach is that they see it working really well for somebody they admire or another friend who has a similar business, but copying them and their operations is not going to work. So you have to think about how you want your business to run. No matter if you're the CEO, the visionary or the integrator supporting this. We also talked about how operations show up in an organization like operations are what makes the business run. So what are all the different components. And we're going to talk a little bit about that today, on the external side. And then we also talked about what that looks like in terms of a business blueprint for a few examples of businesses that we've supported. And then we also talked about different stages of operations in an organization, whether you have no operations have duct tape operations at capacity operations, or you have really well lubricated options. There's always ways in which things can be better. And hello, Carly, good to see you. And Hi, Robin, thanks for letting me know what you do. Natasha, you're an online business manager love it. And then we did a quick overview of the systems in an organization. I'm going to skip over this, because we're going to talk about that a lot more today. And in this session, you're going to learn more, a lot more about what a system is and why it matters. And examples of buyer facing systems and when I say buyer facing because we have different people signed up for this. It's not just service based. So you can't they're not just clients sometimes or consumers, sometimes their members or students right. So whatever that buyer word is to you. Sometimes I because we work with a lot of clients, you might hear me say clients a lot, but know that if I accidentally slip up and not use a more generic term, think of the buyer persona for you, and then how all these systems lead to pleasurable profits. Because if you're making profit, but it doesn't feel good, like there's gotta there's gotta be a better way. Right. So hi, Daniela, really great to see you again. And thank you for sharing Stephanie, what you do, I love it. And if this is the first time you're meeting me, bear with me. For all I've been here. I'm Veronica Yanhs. I'm the founder and CEO of business laid bare and we're here to help businesses and organizations like fall in love with their operations like one Have people first and pleasure feel the process at a time because when you have good operations, when you have great processes, there's more ease, pleasure, sustainability. And I'm all about helping impact driven businesses and organizations make a shit ton of money so that they can take that profit, the money that they actually keep, and do something with it in the world, which is why our team loves what we do on the day to day, we always have our hands up somebody's back end. Don't worry, we always bring lots of lube and fun. Because this mission matters to us like this is how we're going to help the world be a better place in our own way. So it's shocking to say that I'm also an impact driven organization, but I never thought of it that way. I'm like, if I make a shit ton of money myself, I can easily donate $50,000 to Planned Parenthood, and not worry at all, if that's going to affect my bottom line. If I can pay my team members, well, if I can pay myself, you know what I mean? So impact driven is where I'm at. And of course, it's very funny. Okay, so let's go into systems.
And this is really important. And I know that we didn't overview about this last time, but systems to me, seem to be a word that people throw around, left and right. So for us, at least in the sense of this conversation, it's the people, processes and tools working together to achieve a specific result or goal predictably. And I say this, because a lot of people, they're like, oh, what's your favorite system, my favorite system is Asana or Planoly, or whatever the apps that they throw out. And it's like, well, actually, if you look at this graphic, we turned our definition into a visual, because I'm all about visuals. And you see, the apps and automations are just at the very tip of a system. It's what people see, it may be the least important thing. But it's the first thing that people see. And it's what trips people up. So if there's nothing you walk away from this today, it's like this is what it means to have good systems is you're considering the people how the processes are set up, what the goals and strategies are, what the needs and requirements of the people using the system are and even what the needs and requirements of an automation using the system are to achieve that end result or goal. And I showed you a graphic from this last time. This is an example of a system at work that we've created for a client, I color coded the different things to show what the CEO which is the you at the time, and the Social Media Manager were doing, and also the tools. And the reason why this is a really important example is because the client came to us. And while we don't always do marketing operations, like if it fits with their clients, we're going to do it because if it supports their bottom line and their goals, we're not going to distract from that. But the biggest thing that they told us at first was that they wanted to make sure that they were able to automatically schedule to LinkedIn. And even though they use Planoly, they didn't realize that Planoly didn't schedule to LinkedIn, for example. So they ended up switching their social their marketing strategy anyways, but I just wanted to call that out. Because if you go apps first, right, so if you go to the tip of the triangle first, and you just look at what everybody is excited for. If it doesn't actually solve the needs and requirements, your goals and strategy, that app is going to be a waste of your money, it's not going to help you and it's just going to cause more clutter, which is why running lean and efficient is my thing. So for here, even though we kept planning, really because they changed their strategy, because I'm not a marketing expert. It's like I wanted to call that out. I'm like playing lead doesn't support this. But you know, let's have a conversation about it. And then here's another example. Like this is our assessment system. Like we love it our clients when they onboard with us. And our assessment is when we do like a deep dive diagnostic into a business operations landscape for our company, like, what's going well, what are they missing? And what is the audit of each important system and the tech stack and their dream team to take them from where they are now to where they want to go. So like the assessment is kind of that bridge to let them know how they can get there, the fastest and most like pleasurable and easeful way so this is our process and then my goal is not to like go into it but it's just like when a client comes in and they're like, your onboarding experience is just like amazing. It's because we were very intentional about who does what do we do something manually? What does the client do? What's automated and then finally what software goes into making sure that our automations work all right you guys hear with okay with me so far? If you have any questions like put them in the chat, like my goal is to come in and check on the chat because This is hopefully a conversation and not just me talking at you all, ask questions. If something is unclear, please let me know. Like, I want to make sure you all get excited about this. So why systems matter? They provide consistency that you can trust that when you do X, you always get y and that success isn't bottleneck to one or few people. So you can not only expect to get the same results, but if somebody gets sick, and you have good systems and processes and documentation around that, somebody could easily fill it in. And business goes on as usual. Because we've had the times where CEOs are often so bottleneck, that they are the the success measure. And if they're not available, everything crumbles. And we don't want that. And because they provide consistency, this leads to increased efficiency and effectiveness. And so when you do amazing work with fewer resources, it allows you to be more profitable, it allows you to spend more time resting or doing other things that matter, and that when you're more efficient,
everybody benefits. And then it leads to don't reinvent the wheel, like our brains are already so busy enough as it is, especially in this like startup founder space where we have less grace than say, like corporates and bigger companies, it's like you we want to minimize as much cognitive load and how many hats that we wear so that people can depend on structure instead of other people. Like we don't want the Ask Jain show to be the theme of a business where if somebody doesn't know something, they always go to the CEO. It's what we are working with our clients to do to pull away from that because their team just asked them for everything, and it doesn't help anybody. And I wanted to like point out, our client, when we actually interviewed her for a case study was that she said that it used to take her 30 days to onboard a client. It was a hot mess, because she was focused on sales and revenue and just turning around the work being solutions oriented instead of process driven. So after working with us, it takes them now 30 days to onboard a client do the work and then deliver client deliverables. So like this is what I mean by good systems lead to pleasurable profits. It's like you do the work, nobody's burnt out. Everybody has delivered consistent high quality work and the clients are happy which then they refer like bigger like b She works with like huge, like Emmys, Comcast, Salesforce, like she works with huge clients to do the virtual experiences. And so they just refer better and bigger clients to them. So I'm gonna take a quick break really quick. And I want to ask you all, how have you thought about your systems previously, before hanging out with me and operations October? Does this new way of me talking about it? Whether this session or last session, change how you look at things, I would love to hear what you have to say in the chat, so that I can kind of get a sense of how to structure this.
Like, one of the examples is like, are you worried before coming in to the session? Did you think about systems from a purely app perspective? Or did you leave out like the people like I'm, I'm curious to know, so. And how do you pronounce your name I'm sorry, though, you the person that says my thinking was AP equal systems? Like I just don't want to butcher your name? So once you tell me how to pronounce it, if you can, that would be awesome. Okay, well, thank you for sharing. So I don't want to embarrass myself even more. Oh my gosh, I'm blushing. So thank you for giving me that grace. Okay, so for this session, because this is not a webinar and I'm not going to talk about my life forever. I want you all to get ready to take notes because you'll actually be auditing your buyer facing systems today with me it's going to be pretty quick and we're going to chat about it but this is going to give you a sense of what could be better so that you walk away from this session like ready to take action so use the following scale roughly like one this is non existent the system is non existent to its half assed duct tapes, you know, flying the plane as you're building it. Number three, it's like it's good enough, but it could be better meaning like you're at capacity and you're like, well the system works but if I want to double my client load or consumer load or whatnot, it needs to be better and for it's just plain ass orgasmic which is awesome. Like there's nothing wrong with things being really good. Okay, and Daniela, you said systems are an ongoing process for us but I'd like to think through steps and do it manual but we are hurting because we were waited too long to add automations although we have tools. Thank you. Okay, I love this. Thank you for this insight and transparency. So what are what systems are buyer facing? So I made a list and Even though there is quite a bit here, we can tie some of the things together because we only have so much time and I want to focus more on the conversation. And this is meant to be very much a high level to get you all thinking, we'll not talk about offer packaging as much, because it is a really in depth conversation. But if we focus on the things after that, think of it as your buyer journey, right. So these are buyer facing systems. And there are more than what I've put down here. But because I was trying to not get to nitty gritty and keep it as high level and applicable to everybody. This is what I've come up with, like how somebody inquires about your software, your service or your product, how they pay and get on boarded. Even product based businesses have a sort of onboarding, how you all make good on what people pay for. So that's your fulfillment. And then onboarding, onboarding and retention. It's like, how do you say goodbye, or keep people in your rounds, either continue to have them pay you or nurture them before the next like, say, holiday sale, because that's what's coming up. And I just want to check the polls really quick. So it seems like we are the majority of us our services, which is awesome. And then we have digital products, nobody here makes physical products or software or something else. Okay. So if this is mainly a service based group, we can talk about that a lot easier. Or Alright, so let's talk about your inquiries.
So the inquiries is the process that prospective buyers go through to evaluate buying from you. So however you take notes and think about like, when, when somebody wants to work with you or buy from you, do you have a consistent way that somebody does this? And is this area smooth? Or is it bottlenecked to one person? Or is it to manual, if you would love to share any of the thoughts that are coming up? I would love to hear it and totally like share your, your audit number, if that helps like 123 or four, like some examples for us. Actually, here's a case study that we I can pull up instead of me just rambling about it. So one of our clients, LX creatives came to us because everything in this area was done manually, like poor Lilly like she was the ops and project manager for Al X. And she was the one handling all the inquiries like they were a creative agency and marketing agency in demand. But there was no scheduler there was a back and forth email of how do we you know, what's the best time for you? What's the best date for you? That just makes me itch, right. But it happens. And I'm not here to judge but I'm just here to show you like there was no schedule, it's a lot of back and forth emails. And then the way that they do their, their sales processes, they have an initial sales call, they create a pitch deck based on the need. And then they have another call, it's just the way it is some people buy off the first. That's just their process. And it actually worked for them really, really well. Because they work with like pretty big companies like oh cedar, which is like a pretty huge like mapping company. And after we worked with them, like everything was automated pitch decks took 50% less time to create. And because of the system that we revamped for them, and with them, they increased the revenue capacity by 30%. Meaning they were immediately able to take 30% more calls and not say every call converted but they were able to convert 30% Higher much faster because they fixed this one area. Okay, do I have another one? Oh, yeah. So another case study that I have turnquist house so they are another branding agency. Prep time took one week for this company like they did a lot of unnecessary research. It was almost like a confidence check for them we chatted meaning like instead of like preparing for a sales call that took now takes an hour well after what we did for them. It took them a week to like research them do all this unnecessary work. And people started ghosting them because they couldn't book quickly. Like they ended up finding somebody else or just was not interested like their buyer intent just like tanked. So once they worked with us, we spent 30 minutes together and within this 30 minutes like prep time now takes an hour or less. She can have sales calls booked the next day and not worry ghost rates is pretty much zero now and she can take sales calls anytime with confidence. So all right, I'm gonna read the comments really quick. Carly, you said I put this on a three it's consistent application that connects with my scheduler but there are a few manual pieces still And that's awesome, like manual is not bad, like manual is great if it's intentional, but if it can be automated, we often ask ourselves like, is it worth it? Like sometimes automating something is not always worth it. And that's a whole topic in and of itself. But we keep a lot of things manual, like that's what the pink color was for our me scroll back really quick for our process. And you can see like, there is quite a few pinks, it's not that we like and we chose not to automate them for some reasons, because there was some nuances that we couldn't, that we wanted to handle on their own. But it's okay that things are manual, like when people are saying like, you should automate everything. That's not the case. I don't believe that. Okay, so let me go back to the next one. So the next system, these can be split into two or they can be combined into one I just combined into one for brevity is then payments and onboarding. So what's that experience, like when you turn potential buyers into paying customers and then they and bringing them into your world?
And you can even think like, you think that everybody makes it easy to pay online. But it's I made that assumption. But once and I was proven wrong over and over payments. Making this experience easy, especially for a client is not something that should be an afterthought, like, how do you make it easy for them to pay you? Will three clicks suffice? Or are they going to have to like click through 10 different things? Because if they're ready to buy, how do you just make that experience pleasurable, and delight them. And then once they buy, what's the onboarding process like so because most of you are service based, and we can talk about digital products as well. It's like, you need things from your client to do the work. And you also on the back end, need to do things to onboard. So when we talk about onboarding, it's not just clients doing the work. It's like both clients and your team having to do various things to make sure that you all converge into this. Alright, we're ready to kick off ready to work together. And it should be it should feel pleasurable, it should not be bottleneck. Like if there's one system that trips up all of our clients. It's onboarding, because it's the most complex, there are multiple things happening at once. And there's often a lot of information that needs to be shared. Like if you are an accountant, like you need a whole bunch of documentation and forms and stuff. If you do branding, you might need like previous logos, other brand guides that you might have like a brand voice guide, like whatever it is that you need, it's really hard to sometimes get and this is where capacity often shows up. Like if you don't onboard your clients well, with goals to increase revenue with more client load is not going to happen. Okay, so Robin, you said right now this is a probably a two to three, just switch to an evergreen model and work out the kinks that you have having clients flow into our programs at varying times. That's what we're doing as well for our our group coaching program as well. Like we don't want people to wait for operations if they're ready to address them now. So these are things that we're thinking about. And we can totally have a conversation about that. Currently, this is a two I have basic templates created via HoneyBook. So you can add the contracts and all that stuff. But it's the bare minimum and I'm still making edits for the contract, etc. So I love that you call that out because it's it's a lot like Client Onboarding is no joke. So here's an example of our client spiritual essence yoga. They are a yoga health center, but they also provide online memberships. So they have a lot of different revenue streams. And what's really hard about business that people don't think about. So I'm going to backtrack a little bit is that you have what you offer, how you make money. But there are so many different systems that go into making sure this offer is fully supported, like what onboarding, inquiries, payments, like you can just keep adding all of the systems in and we don't want you to come stantly come up with new offers, if you don't have the systems to support it, because if you don't have systems to support it, you end up being the system and it's not going to be supportive of you and that's what was happening with spiritual essence yoga. So they were operating at a loss consistently month after month because new students onboarding was not thought through and after their trial period they never got followed up with again, like money just disappeared into the yoga abyss. So that And after we came in and assessed it and fixed it for them. Now they are there are multiple checkpoints in the way that feels right. Email segments are relevant because in the welcome email, they're like, Oh, what, what do you want to gain from this time with us is it to increase flexibility, mindfulness, all that good stuff. And so when they click it, they go down their specific onboarding paths, so that they get information in classes that's actually relevant to them, which keeps them engaged, which then she told us recently, when we talked to them that their month over month revenue is increasing by 25%. And they're adding a new shop and a new yoga studio space because of the systems that we were able to do together. Okay.
And I wanted to share this and you know, putting testimonials and stuff like this is not, it's still very foreign to me. But the reason why I'm showing you this is because operations is so opaque still, right? That's what operations October is about is to showcase what operations can do, and what better way than to actually show you what our clients have said. And also testimonials and case studies are the easiest, Ellie and her team at further faster. They're a venture studio, which means that they work with startup founders to create quick product market fit, and to make sure that their idea has legs and that they can like, go fast and get funding. They were maxing out F three clients when we work with them. And then because of what we did, they now work comfortably with nine. Comfortably is the key word here. Okay, so, TJ, you said three, I forgot how my system works through sometimes because people ask clarifying questions, and I have to wrack my brain. To remember how I set it up. This happens to me all the time. Like this is just a work in progress. And like creating good documentations will help like we often have like an FAQ section that we also send our clients to, because like I said, operations are so big. So how do we make sure that people feel really good when they work with us? All right. almost halfway there, and I feel like timewise we're doing good fulfillment. So whether you our product base, software base, service base, fulfillment is making good and delivering on what people pay you for. So whether it's a service deliverables, products, it's like this is more of an internal system, I would say that it doesn't affect like it affects your clients and customers, obviously. But this is very much like then how does your team work behind the scenes to make sure things happen? Well, so here are some things to consider when you audit, is it easy to fulfill what your buyers paid you for? Does your team know what to do? And when? And is this process chaotic, peaceful, organize, overwhelming. This is something that's really, really important to us, because intentions are great and all but actions speak a lot louder than words. And this is where a lot of operations goes into. And it starts off with like the onboarding process, like the entire client and customer journey process is really important. And like for those that are selling e courses and other digital products, it's like, do you have the capability of sending your clients that things are your customers things the moment they buy it, or pretty much much after? So they buy in your payment system, however that looks? Did they get an email that says welcome, here's your thing that you bought. And then is there maybe like a follow up sequence that keep them engaged. So I would love to know what this is like for all of you. And I'm going to share two examples from clients that we've worked with. So this one Alyssa, she came to us because she's actually an anti racist leadership coach. And her intent was fantastic in what she wanted to do in that she has three cohort levels in both her group coaching, and on her one on one program. Like that's a lot. And the reason why she has different cohorts is because it's beginner, medium, intermediate and advanced. And here's a really quick example of fulfillment like during her group coaching sessions. This was how she kind of like randomly structured her time like on Monday, she would do cohort level two, Tuesday cohort level three and then Thursday, cohort level one. And then I'm like, Is that why you're burnt out and exhausted? And the things don't flow? Like what if you tried something like this? What if you started off the morning with your most advanced group of people, and then you're like, without a doubt able to get ideas on how you can and facilitate the coaching cohorts that are more beginner and intermediate. So things just flow and trickle down. And now she has all of her coaching calls on one day. And she's more effective things flow together because people ask questions in different cohorts that apply to other cohorts, even if they may be more advanced or more beginner. So there is a lot that you can do. So this is just a small but such a powerful way that we can showcase what an example of fulfillment is. Another one is when we worked with
Al X, that brand agency, it's like their project management, which is something that we'll talk about in the next session. Their lack of good fulfillment, focus systems force their clients to scope creep a lot like clients, we're asking them to do things that the client shouldn't be asking them to, or they on their side, we're not hitting deadlines and timelines as well as they wanted to in poor Lilly. Like, she was also managing the team members who were doing the creative work. And that was all over the place. She never knew where people were in that timeline of like their end deliverable. So fulfillment is everything. Okay, so taking a quick break. Alyssa is awesome. Yes. Oh, my gosh, small world. I love that, like different people know, different people here. And Carly, you said, this type of scheduling shift has helped me so much with my business, love it like we most like we take a lot of our coaching stuff calls on Wednesdays because it's hump day and come days when my favorite day. So it's like, having this minor shift has helped me so much. And we recently worked with E spark. So Josh, he does, he does Amazon brand management. And I love that he said that because of the work that we did together, we can now provide more consistent results at a high level with a lean team that doesn't experience burnout. And to me, that means so much because it means that he's not being wasteful. everybody now knows what to do in their process. And it's the ultimate value add because he knows that he can rest assured his team knows what orders to march in what to do next, without him having to work as he gets to hang out with his kid a lot more. So this is something that made me really, really proud. And I'd like to say that having a lean team to me doesn't mean that I want to stretch you thin. That's never my intent. When we work with our clients. It's all about how do we put people in their zones of genius so that everything is done with ease. Like if you're really good at what you do, you can do things a lot faster with better results. And so when I say things are lean, it's like well, BLB is an example we have, it's me and my two team members, but we run like a team of nine, and I have mostly stepped out of client work so that I can be here with you all. And Mikayla and Terry are running the show really, really well because they have good process. They know exactly what to do. And then the other day, I said so we have some pretty big plans for 2023. Like we want to go after it. What if 20 clients said yes to us tomorrow? And their answers were just so nonchalant. Okay, we got this, like, Are you sure we know exactly what we need to do. And we got it like we've got a handle. And as a CEO, this just makes my heart swell so much. Because it's like, what better way to like hear that your team has buy in and like knows exactly what needs to be done and can handle it for you so that you can continue, I can continue to do things in my zone of genius. Alright, so Carly, you said as I'm growing my team, this is so important because I want to make sure my team feels like their work is sustainable. Just like I support my clients. Yeah, like one of the things that we do before we ever begin working with systems for our clients is what are your business values? Like if people or even personal values like if your systems and processes don't match your values? It's never going to feel in alignment, sustainable or full of ease and pleasure. All right, so we're going to talk about the last one, off boarding and retention. But before I do, I love to hear your number on your audits on what is going on for your fulfillment. Was it a 123 or four? And when I say it's a one, it's not existent, this is like chaos flying by the seat of your pants and trust me we've had multi Little seven figure companies come to us with all of the audits that they're doing at like ones and twos. So there's no judgement at all. Like, we're just here to make things better, and therefore save them a lot. We saved our client a lot of like money on counseling and couples counseling bills. So I love sharing that. So no judgement at all, we're here to help. And before even just finish off with offboarding, retention, like any insights that you've all gleaned, or nuggets of wisdom that you're thinking about during this time. And I love asking questions as an excuse to drink water.
Robin says I would say for pretty dialed in, but could always be improved. I'm curious. So what do you think could be improved? Like when you say things can be improved? I'm sure there are things on your mind that you're just like, oh, yeah, this could be better. Like, I'm curious if you don't mind sharing. And the reason why I'm asking is because this is an education moment for all of us, including myself, sure I'm at the stage, but it doesn't mean that I can't learn. Okay, Carly use a 2.5. So many great things in some big growth areas. All right. So let's finish off with some onboarding and retention. So this is where you say goodbye, or have an intentional way of continuing your engagement with your buyer somehow. This is something that you all think about, like, I know that onboarding is more common than retention. But I still want to talk about that, like, especially in this landscape that this recession talk that's happening, it's like, the better we can work with clients that trust us, or customers that already love us, the less we have to go hunt, and focus on acquisition. So I'm curious as to what your audit for is for your offboarding? Do you have an intentional way of saying goodbye? Or you're just like, Okay, we're done. Oh, can I have a testimonial? If we did we earned it? Do you have a referral program like these are all operational things like, yes, it's control on marketing. But like I said, we're all about revenue operations. So I think about these things.
Daniela says, of all the parts fulfillment, fulfillment feels the most chaotic for us, because of all the moving parts and lack of automations, we productize our offers well, but still need to refine the fulfillment system work in progress. Thank you for sharing. And then Robin, you also said I always appreciate personal touch points as a client after I purchase something or join a program. So that can be one area that can be layered into our fulfillment more, but we just don't have the capacity to focus on that right now. Thank you. I love that thank you both for sharing like this, these, like your operations are never one and done. Like it's always a constant area of improvement, just like any other part of our business. So the fact that you know, what can be improved, is already a huge win. Because some people don't like they're just so focused on solutions, that they don't even consider how this solution or this thing that they're working on could be repeatable. Okay, so I will use myself as a case study because I am not perfect by any means. So business light bear, we work with our clients in a very specific way. There's three phases. The first phase is the assessment, like we never want to be an ass, and make an ass and a fool of ourselves. So we don't make assumptions. We audit your business so that we know what we're going getting into. And so our clients know as well. And then after that, we work with them if they want to, to implement the solutions that we've given them the priority, their systems, roadmaps, all that stuff. And then finally, there's acquisition because like in the kink scene, so all my offers were mirrored after a dungeon pickup play. It's like, there's always aftercare, you don't just play. And then part ways. Unfortunately, for me, after care was very much an afterthought, because I wasn't thinking about retention. So I am more than happy to put myself on the stage so that you don't make make the same mistakes I do. And to me after care is actually very, very important, especially because operations is never ending. And our clients want to continue to build their operations with like bumpers. So aftercare is very much a consulting a training mentorship phase, where we're helping them build and refine, and there's like weekly sessions and stuff. But aftercare was also one on one, which means that there was a lot of siloing between different clients. So then recently, I revamped aftercare to make it not only talked about in the sales call, like I now bring it into the forefront because I'm just like, This is how we work with our clients. But you're here right now, but I just wanted to show You out of transparency. And then it allows me to work with clients that already love us. Like it's such a great feeling to hear clients say how can we continue working with you long term, which means that there's less pressure on me because the biggest KPI I'm accountable for is revenue right now. So it's less stress of focusing on acquisition and that can focus on nurturing and retention. And I ended up turning aftercare into a hybrid community slash program. So instead of it being one on one, it's now in a community space so that other members of business lead bears clients who are in aftercare can mastermind with each other, ask questions, answer each other's questions. And we also have like, weekly coaching sessions that people can attend, like, co creation is so important to me. So I have my own case study when it comes to the retention part and the off boarding part. And if there's anything I can share, I'm always laid bare and open to doing that. Okay, so that was a lot. But I'm curious, which systems do you all feel need your attention first, and why?
And Daniela said, offboarding is a two right now as well. Robin says off boarding is unfortunately a two but working on it. Definitely the same point as your before. Awesome. Thank you. I'm glad that I could share like my mistakes. And we can all like figure out how to make things better. So based on your audit, ooh, I'm hearing the offboarding as a to a lot. Okay. This is this is interesting, because I had an assumption that so many like online businesses and stuff, they talk about onboarding so much, but they never talk about onboarding because they think it's just like, Oh, we're done here, your deliverables. But again, like, building orgasmic operations is about intention as well. So maybe this is something I should talk about a lot more. Daniella, you said lead gen slash nurturing fulfillment and offboarding. Those are your priorities. Love it. The reason why this is so important to me, and why you should care. And why this leads to pleasurable profits is because focusing on your systems allow you to scale? Well, like when I see a lot of online businesses talk about scaling, it seems that they're talking about more revenue, more revenue more team. But more isn't always better. We had a client who, who worked with us that before it well, before they worked with us, every time they got a new client, they had to hire a new contractor. Sure, on the outside, it looks great, right? Because they're growing more team members, more money, more clients, but they didn't quite hit that scale. So I'm bringing all this up. Now, because people think scaling looks like you're going from a one by one square to a two by two, you can even think of it as like two team members, two clients or whatnot. But the thing is, if at your one by one box stage, if there are already inefficiencies, or chaotic moments, or feeling scattered, it's only going to get exacerbated with new team members and new clients, more team members, more clients. And so this is where more money actually equals more problem. And hiring people hiring more team members or getting more money isn't going to solve your operations issue, and you're never going to be able to scale, I totally believe that you can scale a service based business. And I'm actually doing that myself. Right now, there are a lot of online business influencers that say, you can't do that you can't scale, a service based business because you're trading time for dollars. But I would like to say respectfully, that they're talking about it from a marketing perspective. And I'm actually talking about scaling from an ops perspective. Because scaling to me looks like this, you're adding more money, revenue, profit, whatever you'd like to look at, at a faster pace in which you are incurring cost. And so the thing that differentiates these two from growth and scaling to me, like the X Factor, is the word efficiency. So when you're able to scale a business, I don't think about revenue numbers first, because that puts me in a growth mindset. I look at how I can get the same results that I'm getting now. Or better with less time or fewer resources. And that's people don't talk about scaling enough in the sense. So when you think about scaling from an ops perspective, all that stuff that I was referring to this session, the inquiries, the buyers journey productizing your offers, which we are not going to have time to get to, even if it's a service. It's like this leads to efficiency, which then allows you to create exponential growth because exponential growth doesn't happen unless you're out operating efficiently and in the lean way. So this is my little like soapbox moment, because I hear a lot of conversations and a lot of different experts when I'm just like this is where we can have a different part of conversation when it comes to such buzzy words and topics as scaling. So this is why it's so important to me to talk about and at least bring this up quickly.
So what can you do to create pleasurable profits? The best thing is, I know we did a quick audit today. But you can do an even more in depth audit for each system, and the needs and don't even just be alone in this like, talk to your team members. Like I know we had you interview your team members, which I'm curious if you did. And if you did, I would love to hear some insights into the conversations that you all had. But literally like what's going well with the system? What could be better? What does success look like? What do the people that are accountable for the system need to succeed and thrive, like, if somebody is very much a needs, it needs it to be hand off, but high touch because they recently had a kid and they can't be on like sales calls and stuff like or onboarding kickoff calls, like there needs to be account accountability for that, right, you need to account for that. So audit thoroughly the systems and requirements for each system. Or the needs, I'm sorry. And then number two, and by the way, there's like my little graphic of where you are in the process. Like you always start with people like we are people first and pleasure filled for a reason. The number two, create the step by step process for each system. So we scroll all the way back, oh, my goodness, I should have thought better about this. If we scroll all the way back to this process map, it's like who's doing what, and then what, and then what happens and there is no automation that can happen unless you do this first. Because if you have something that's inefficient, and crappy, and just not helpful to your business, and you automate it, it's just going to be automated crap, it's, it's just going to be something that's just gonna be the same results over and over. And but you're not doing it, right. So it's not worth automating, unless you have your process down first. Because once you have your process down, then you know where to bring in automations. Like, oh, I'm doing this manually, maybe I can do this better. So that's my little soapbox Spiel number two. And then finally, number three, find the right apps and set up the right automations to support the system. So once you know what you want to do, then you want to make sure that you have the right apps and automations for that, like the example that I gave this morning like someone who was all hell bent on using a certain app. But then their strategy determined that they needed to post on LinkedIn at first. It's like if this app doesn't serve you, it means that you're contorting your operations into the limitations of an app rather than making an app fit what you need. And operations are all about operate like moving right action, taking the inner workings. Think of your body, it's like you would never wear a shoe that's too small for you. Or you will never want to wear mittens if you actually need gloves, right? So the same concept goes for apps, but it's always the first thing that people go for. Okay, so let's take a quick break. I want to hear like what insights have you all gathered? Or what questions do you have, and I am not above bringing somebody onto the stage because I want to try this new feature. If somebody's game for that we can jam. But I do have a resource for you. And this is our parameters for success resource. So I'm just gonna pop it in real quick. Hopefully it works out here it goes. And especially because most of you are service based anyways, this works. And this is the onboarding and offboarding parameters of success. Like PDF like these are things that we walk ourselves and our clients through. And we just wanted to throw that up for you to, you know, sit and think about it. Like think about what you learned today, what are your needs and requirements. And to get that going. And this is something since the last time we met. These are the case studies that I'm so proud to have put up on our website. And if this is something that you want to see it's business a bear.com/case studies, it allows you to truly see like, the work that we did were the challenges that our founders, our nonprofit executive directors are facing like, I love that we get to work with so many different types of businesses and why they are so impacted within an organization. So if you want that that is available as a resource as well because I'm on a mission To have people fall in love with their operations, which means showing the behind the scenes as best as we can while respecting people's privacy. And let's see if I can like slip, like, pop this up. I'm just like playing with new features. So I'm just being honest, oh, it doesn't just keep the other ones. So I more, it's more important for me to have you.
Have you seen this, and I can pop up the business laid bare complex case studies linked for you. Much better. Okay, so we have a few minutes left. And I would just love to know like what you want to work on first, or if somebody wants to volunteer, I can bring you up on screen, and we can even chat like, I am here to serve and to be of service. And truly getting people excited for your operations means the world to me, because the better you operate, the more impact the more ease more sustainability and money that you can create. So questions come on stage, I can set.
I'm gonna skip to this. And of course, if you ever want to chat about your operations, we're here to help. Like, we don't ever have to work together unless it's a hell yes, for everybody. But that is here as an option for you. But we were at this point in our business where we don't ever want to convince people that they need to work with us. So leaving this here, if you're just curious as to what operations can look like for you, or how we can work together and how the assessment or even our accelerator program that we're putting at the end of the month can benefit you. Okay, so, TJ, you can send oh my gosh, this is going to be great. I don't know how to do this. I'm going to figure this out. Oh, my gosh, okay, here we go. I'm gonna invite you on stage. I'm so excited. And Natasha says I missed most of this will have to watch the replay. No problem, Natasha, and thank you so much for being so excited. And how much you support me like, I appreciate the message that you've been sending. Okay, TJ, can you hear me? Yes, I love this. Okay. How can I help you.
Um, I think I'd love to just talk out my offboarding. And what I could do, because it's almost non existent. And I definitely figure things out by talking. So with my money coaching clients, we typically have two one on one sessions, and then they join me for for group sessions. Usually by the third group session, they are fairly competent in their process, and then they like kind of just taper off, they'll usually let me know. But then they'll disappear. And usually by then I've already gotten a testimonial after that second session. So I'm trying to think through what else needs to happen. Is there like, what makes sense there?
Yeah. So as someone who's Asian, so I would just put this out there, money mindset is never ending, oh, my gosh, when you slip up a little bit, if that's even the right word, you I can quickly revert back to bad habits. So I'm not trying to say this just to squeeze like as much money out of somebody as possible, but like, things like mindset, anything that has to do with self improvement, or business development, it's like it's ongoing. So what is something that is that you can that they may need? Because you can see 1020 steps ahead, right? You're the expert, whereas they just see the first thing or the second thing, so what is something that you can foresee that they would need from you, that would help them continue on this journey in the best way possible?
So what comes to mind is something like whenever something about mindset, right, because I do this a lot, and typically have people come back and share Hey, because I was doing this, this came up and this is how like, it helped me or this process helps. I would love to like grab those and maybe on a monthly basis be like, hey, like just want to share like completely anonymous, anonymously. But these are things that have been coming up so people don't feel like they're alone. And that like they can have the opportunity to think through it. Because until somebody articulates it, you usually don't realize that you also have like, whatever that money story is or whatever that money block was. Yeah, so
I wonder if like so you're doing a lot of like one on ones and then you go into group right? What is then the next thing is the community not because this is what I'm doing, but I'm just I'm just thinking aloud like there's no right answer for you actually, there's no wrong answer. The right answer is like what feels really really good to you and what does your your clients and students well with integrity?
Um, it's weird with money stuff that like community isn't quite where like people Just don't like to be vocal about what's going on with them in their money. And I do have smaller groups that are comfortable with it. But that's not all of my audience. So, and I also don't know that I've, I'm in a place where I want to maintain like a membership or community, like I don't want to moderate anything right now. So, right now, I'm kind of liking the idea of like, doing quick, like newsletters of like money mindset related things to my past clients. And just kind of making that have like a value add of like, since you're already in this process. I know like, roughly where most of my past clients are, then I can be targeted in the types of messages I can send them.
Yeah, this I love that so much. So when it comes to and you're more interested, are you more interested in onboarding or retention stuff right now?
That's the thing is like, I don't feel like I have another offer that perfectly aligns with what would happen as retention. I think I might eventually, but right now, like, that doesn't click for me that like, yeah, I have other like more generic offers that they could take advantage of, but I don't expect most people to use them.
Gotcha. And so the immediate thing that I'm going for, because sometimes there is no retention, right, in terms of money at this point, like in terms of working with somebody, and that's okay, like, I'm not about forcing something. So, but the fact that you're keeping the avenue open, maybe it's about like, Hey, can I keep in touch with you? Or this is like maybe referral or affiliate program? Yes, Asians coming? Like, it's not like if people love your work, they're like, how do I like send people your way? Yeah. So it doesn't even have to be about asking them to pay money. But like, what if you put them in an email list to say, Hey, is it okay? If I put add you to an email list to keep you updated on what's happening? And like, if because you love my work so much. So I'm not saying like, this is the right answer. But I'm just like, this is where spitballing comes in. And if something resonates with how your clients would perceive that, because oftentimes our clients are like, how can we refer you out? And so we've, even though that's not necessarily retention, because they don't want to be an aftercare. And then they actually actually come back and be an aftercare. It's like, Well, can I add you to my friends with benefits program? That's my, that's our referral program. Like, can I keep going on like up and going on about what's happening in my business, so that if you find the right fit, or here's a little cheat sheet, I have like a pimp us out, like cliffnotes version, like, if you hear people saying this, or if you hear people experiencing this, it's like, these are all operations issues that they may not be aware of aka the stuff we talked about last session, like the house, then we would love for you to introduce us. And here is an email template that you can use to say, hey, Veronica, meet so and so based on what I was hearing about your, our conversation the other day, Veronica and her crew would be amazing to chat with just to even see if there's some magic to be made here. If not, no worries. Love it, this keeps them this keeps them in your world. And it's not just like a quick goodbye. At least I'm very much relational based. So relationships are very, very important to me whether or not somebody pays in the business world or not. So this hope that answers some of your your things that you're thinking about and get to thinking.
Yeah, I really clicked when you're saying like as a referral program, and like giving them tools to do that with so thank you. You're
welcome. Oh, my gosh, this is so cool. I love it. I got to bring you on stage. Anybody else want to come on stage before? I know that, like we're running out of time, but I would just like love to, to bring somebody else on stage if you don't if you want to. But if not, I'll just quickly say that next session, we're going to talk about orgasmic operations and your team. So today we talked about orgasmic operations and like your buyers. So that's what it's almost like a TV show. Here's, here's next week's episode, we're gonna talk about your, your team and how you can all what are the systems that you all need to work better together, and they actually play into this. So even though there's something external, there's always an internal component to it, right? So like your operations are constantly playing together, both external and internal systems, and I'm just excited to chat. So. Okay, Stephanie says I'm excited about tomorrow as a new team member. I love it. So bring everybody like we're just going to chat about this next week. And if you have any questions, send me an email to hay at be laid. bare.com Have you thought about something because I'm always like, oh, I need time to noodle or shower. So if you have any questions like I am so excited to like answer any questions or if you hear of somebody that needs operations help send them our way. We would love to chat with them or even maybe invite them into this so that they can at least begin to have a better journey in relationship with their operations because it's the How to your what your Vision, your purpose, your goals and if the house isn't supportive, getting there is going to be a slog and nobody wants that. So have a great rest of your week and thank you so much for being here with me today like this session was life giving, like being with you all is very life giving. So send me some feedback good or bad. I'm all for it. Send me some nuggets and insights. I can't wait to hear them and we'll put the replay up as soon as we can today for everybody that missed it. By