Ryan Blair

That's an exceptional operator. Most people are not brave enough and smart enough to make those tough decisions. We use a zero-based budgeting method where we just look at what are a couple known factors in the business. Let's say we have 100 leads coming in. We have 100 leads. Now we need software for the leads. What do we need next? Well, we have to spend money to buy those leads.

That's an exceptional operator. Most people are not brave enough and smart enough to make those tough decisions. We use a zero-based budgeting method where we just look at what are a couple known factors in the business. Let's say we have 100 leads coming in. We have 100 leads. Now we need software for the leads. What do we need next? Well, we have to spend money to buy those leads.

That's an exceptional operator. Most people are not brave enough and smart enough to make those tough decisions. We use a zero-based budgeting method where we just look at what are a couple known factors in the business. Let's say we have 100 leads coming in. We have 100 leads. Now we need software for the leads. What do we need next? Well, we have to spend money to buy those leads.

What do we need next? We need somebody to call those leads. What do we need next? We start from one particular influx, whether it be on the revenue side or one known, we have X many customers to serve. And then you take a blank canvas and you just add back each expense one by one until you've essentialized the business.

What do we need next? We need somebody to call those leads. What do we need next? We start from one particular influx, whether it be on the revenue side or one known, we have X many customers to serve. And then you take a blank canvas and you just add back each expense one by one until you've essentialized the business.

What do we need next? We need somebody to call those leads. What do we need next? We start from one particular influx, whether it be on the revenue side or one known, we have X many customers to serve. And then you take a blank canvas and you just add back each expense one by one until you've essentialized the business.

Yeah. And maintain the level of service to your point. Yes.

Yeah. And maintain the level of service to your point. Yes.

Yeah. And maintain the level of service to your point. Yes.

Yeah, I have a thousand customers. So if you and I have a thousand customers that we have to serve, all right, we need, how many people do we need to serve those 1000 customers? Great. We need 10 people to serve those 1000 customers. We need one manager for those 10 people. Now you and I can run a business with one manager and 10 people.

Yeah, I have a thousand customers. So if you and I have a thousand customers that we have to serve, all right, we need, how many people do we need to serve those 1000 customers? Great. We need 10 people to serve those 1000 customers. We need one manager for those 10 people. Now you and I can run a business with one manager and 10 people.

Yeah, I have a thousand customers. So if you and I have a thousand customers that we have to serve, all right, we need, how many people do we need to serve those 1000 customers? Great. We need 10 people to serve those 1000 customers. We need one manager for those 10 people. Now you and I can run a business with one manager and 10 people.

That's all we need in the software, of course, you know, to track and manage and run some analytics. And so, you know, essentializing it to the bare minimum and then everything else that you keep should have an ROI attached to it. What is the return on investment of this expense or this employee that I'm keeping?

That's all we need in the software, of course, you know, to track and manage and run some analytics. And so, you know, essentializing it to the bare minimum and then everything else that you keep should have an ROI attached to it. What is the return on investment of this expense or this employee that I'm keeping?

That's all we need in the software, of course, you know, to track and manage and run some analytics. And so, you know, essentializing it to the bare minimum and then everything else that you keep should have an ROI attached to it. What is the return on investment of this expense or this employee that I'm keeping?

And then we have to drive that return on investment per expense, per program, per product, per employee to make sure that we're actualizing the ROI that we've identified. Now, that's how we would go about the additional spend is that it should be ROI generative spend outside of the essential spend.

And then we have to drive that return on investment per expense, per program, per product, per employee to make sure that we're actualizing the ROI that we've identified. Now, that's how we would go about the additional spend is that it should be ROI generative spend outside of the essential spend.

And then we have to drive that return on investment per expense, per program, per product, per employee to make sure that we're actualizing the ROI that we've identified. Now, that's how we would go about the additional spend is that it should be ROI generative spend outside of the essential spend.

Well, one, if it could be done in two minutes, do it now, right? You know, a lot of times we're adding up a bunch of stuff on our list and we're, you know, we're creating a ton of tasks. You only need three or four things per quarter to move the needle that are, you know, significant initiatives.

Well, one, if it could be done in two minutes, do it now, right? You know, a lot of times we're adding up a bunch of stuff on our list and we're, you know, we're creating a ton of tasks. You only need three or four things per quarter to move the needle that are, you know, significant initiatives.