Graham Weaver

Without giving away all the secrets to us, can you give us like a flavor of that IP and like some of the things that you've learned?

Without giving away all the secrets to us, can you give us like a flavor of that IP and like some of the things that you've learned?

I'll give you a couple of things. So first is we have about 30 coaches in our ecosystem that are versed in this playbook. And so they get paired up with this first-time CEO and they've been through it a lot of times and they're doing this specifically the Alpine playbook. So they can- Those coaches are full-time employees? They're 1099s, but they're probably spending 70% of their time on Alpine.

I'll give you a couple of things. So first is we have about 30 coaches in our ecosystem that are versed in this playbook. And so they get paired up with this first-time CEO and they've been through it a lot of times and they're doing this specifically the Alpine playbook. So they can- Those coaches are full-time employees? They're 1099s, but they're probably spending 70% of their time on Alpine.

So they have that intellectual property. They're literally partnering with this first-time CEO and going through this first- six months of paint by numbers what they're going to do. But I'll give you an example. CEO walks in day zero. They make their big announcement. People are upset because Joe's plumbing, Joe's retiring. They've been working with Joe for 15 years.

So they have that intellectual property. They're literally partnering with this first-time CEO and going through this first- six months of paint by numbers what they're going to do. But I'll give you an example. CEO walks in day zero. They make their big announcement. People are upset because Joe's plumbing, Joe's retiring. They've been working with Joe for 15 years.

Here's this 28-year-old that doesn't know the industry. They're not thrilled on day zero, which is understandable. The first move for the first 60 days is listen. They sit down with the key employees and say, hey, tell me about your role. What do you do here? What's going well? What else? What else? What else? What's not going well? What else? What else?

Here's this 28-year-old that doesn't know the industry. They're not thrilled on day zero, which is understandable. The first move for the first 60 days is listen. They sit down with the key employees and say, hey, tell me about your role. What do you do here? What's going well? What else? What else? What else? What's not going well? What else? What else?

Hey, if you were me, what would you be focused on? What should the top priorities be? What are we working on that's a waste of time? What should I be worried about? What are the biggest opportunities we have right now? Biggest problems? They're going and doing that and they're meeting with, depending on how big the business is, they might be meeting with 20, 30 people in the business.

Hey, if you were me, what would you be focused on? What should the top priorities be? What are we working on that's a waste of time? What should I be worried about? What are the biggest opportunities we have right now? Biggest problems? They're going and doing that and they're meeting with, depending on how big the business is, they might be meeting with 20, 30 people in the business.

Without a doubt, without fail, one of the first biggest things people say is, I've worked here for 15 years and no one's ever asked me my opinion before. In a very short period of time, we're really- Fucking Joe. Yeah, exactly. We're really engendering trust. And then we're using that and we might say, hey, I heard that you're number one.

Without a doubt, without fail, one of the first biggest things people say is, I've worked here for 15 years and no one's ever asked me my opinion before. In a very short period of time, we're really- Fucking Joe. Yeah, exactly. We're really engendering trust. And then we're using that and we might say, hey, I heard that you're number one.

Hey, Patrick, I heard your favorite idea was that we're going to expand internationally. We're not going to do that this quarter, but we did hear it. You don't have to do everything they say, but they have to feel heard. So they do that with the employees. They do that with the customers. And then from that, they're kind of enrolling the top people and designing the plan. Here's what we got to do.

Hey, Patrick, I heard your favorite idea was that we're going to expand internationally. We're not going to do that this quarter, but we did hear it. You don't have to do everything they say, but they have to feel heard. So they do that with the employees. They do that with the customers. And then from that, they're kind of enrolling the top people and designing the plan. Here's what we got to do.

Here's what the low hanging fruit is. And usually the fruit is so low and it's so obvious when you get through that. I know because I did this. I took over a business at one point. I remember thinking, how did they not do all this stuff? They just talk to their own people. One of my executive coaches had this great quote, the answer is always in the room. You don't have to go hire McKinsey.

Here's what the low hanging fruit is. And usually the fruit is so low and it's so obvious when you get through that. I know because I did this. I took over a business at one point. I remember thinking, how did they not do all this stuff? They just talk to their own people. One of my executive coaches had this great quote, the answer is always in the room. You don't have to go hire McKinsey.

If you go hire McKinsey, they're going to go do what I just said. They're going to go interview your people and then repeat back what you just heard. And you do that with the customers as well. And then the customers will tell you about the product or the service or whatever.

If you go hire McKinsey, they're going to go do what I just said. They're going to go interview your people and then repeat back what you just heard. And you do that with the customers as well. And then the customers will tell you about the product or the service or whatever.

Yeah. So I was going to say like one beneficiary, presumably this is the end customer. Like you're not going from 50 to 500 of EBITDA if someone's not happy at the end.

Yeah. So I was going to say like one beneficiary, presumably this is the end customer. Like you're not going from 50 to 500 of EBITDA if someone's not happy at the end.