Cameron Herold
speaker
284 appearances
2 recordings
2 series
first heard Jan 2025
last heard Mar 2025
Cameron Herold’s voice in public audio — every appearance, attributed to the second.
Trend
recordings per month · last 12 monthsNo recordings in the last 12 months.Older appearances are listed below; set an alert to hear about the next one.
Appearances
No, it's very similar in terms of my formula. And my formula is the street smart entrepreneurial kid. That's the way I was groomed, right? And so the focal point that I grew, how I grew 1-800-GOT-JUNK. It's how we grew Gerber Auto Collision. It's how I did the private currency. It's how I've coached people for the last 17 years. I give them the same three-step formula roughly.
Number one is you have to charge more of a premium price, right? So I raised the prices at 1-800-GOT-JUNK by 40% within the first month of being there because no one was making money. Brian wasn't, the company wasn't, franchisees weren't, the guys in the trucks weren't. So we became the Starbucks of junk removal or the FedEx of junk removal.
We just charged more so we could deliver on our promises. That was number one. Number two was we had to make the company into a little bit more than a business, a little bit less than a religion. We had to get into this zone of a cult. So we made all the, put all the cultural systems in place and that's not the free perks, right?
Culture was alignment with a vivid vision, alignment with core purpose, alignment with a BHAG. It was having the right people systems in place and firing the jerks and the toxic underperformers. So I really work with a lot around companies around culture and And then third was leveraging free press, right?
I actually wrote one of my six books was around called free PR and it's how we landed 5,200 individual unique stories before social media existed. We were on Oprah. If you look up me in the physical magazines of Forbes, entrepreneur, American airlines, like I've been in the actual real magazines. So it's how do you leverage free publicity?
That's probably my formula is, is, is kind of doing that, that course, but it's all around culture.
Well, one is it's just easier to deliver on your promises when you charge more. And I was talking to somebody in Dubai last week.
So I was in Dubai, I was speaking to a group of 2,500 people, a big conference called Mindvalley. I was the opening keynote. And I was off the stage chatting with somebody who is much taller than me. I'm six foot four. He was about six, seven. And I'm like, what's your favorite sport? And he's like, volleyball. I'm like, okay, cool.
So if you, and he plays professional volleyball, professional beach volleyball player. I'm like, if you and one of your buddies played against me and five of my friends, and I played at the college level, kind of social, but high school competitive. I'm like, if me and five of my friends played against you and one of your buddies, you'd kill us. He goes, every day. We would destroy you every day.
So I'm like, okay, so if I paid two people $200,000 a year each, or I got six people $100,000 a year each, now I got 600,000 versus 400,000. The two people would destroy the six. You hire the best people, you pay the best people, you buy the best talent, you'll destroy a bunch of B's and C's. So I need to charge more of a premium price to hire the best people, but I don't need more people.
I need the jack of all trades, master of none early stage. I need to be able to pay more or charge more with clients so I can deliver on my promises. Because if I charge more, then I can show up better. I can have a better website. I can service them better. I also believe in really blowing my employees away, having really good, happy employees. because they will take care of my customers.
So if I have really happy employees that have done this before, then I have really happy customers, which means I can charge more. It becomes a bit of a circular loop.
That's just stupid. No, let me, let me touch on that. Go ahead. I don't think that to build a great company, you need to be innovative. My R and D stands for rip off and duplicate. I go out and find what the best companies are doing. And I just do that. I don't think I've ever been innovative. I think I've spotted the trends and I've spotted the system.
So I don't have to create companies have spent millions of dollars figuring everything out. I'll just do what they're doing. You know, McDonald's, would you like fries with that? That's an upsell, right? Going and copying the best landing pages and the best sales letters. That's just so no, I don't think you have to be innovative.
In fact, I think the days of innovation were when you had to hire all the smart people. Because there was no access to all the best and all the best information is on the online right now for free. Ask Chad GPT to create stuff for you and it will. So I don't think, I think innovation was a 1980s, 1990s, 1970s thing.
I think now it's about being ability to problem solve, ability to collaborate, ability to find the people who can do stuff for you.
I'm looking for people first that are able to adapt, that are able to problem solve, that are self-driven learners, that are able to collaborate, that are problem solvers. And those are the people that I want in the company because again, 20 years ago, you hired a person, they did a job and they did the same job for five years. Now the job is iterating and changing every three to six months.
So I need a person that can adapt that quickly. I need a person that can realize that if the rate of change outside their business is greater than the rate of insurance or business, they're out of business, right? I need somebody who can adapt or die. I need somebody that realizes that all the information that they knew yesterday is going to be outdated in six months.
So they need to be not looking for their boss to give them the PDP. They're always growing and learning. I want people that are able to go, who knows this information and can help me, right? It's kind of like the multiplayer gamer who can collaborate with people all over the world and they've never even met. I'm looking for that more.
I need this. That's very much a Gen X and baby boomer mindset. And even the first half of the cohort of Gen Y is that I want to do what I was hired to do. The younger part of Gen Y and Gen Z is realize that what they were hired to do will be very different in six months, which is partially why they're moving so quickly. A baby boomer joined a company and they were there for five to 25 years.
Showing 181–200 of 284 · page 10 of 15
← Previous
Next →