Episode 150 – Mastering the Pivot: Reframing Your Small Service Firm’s Value Proposition to Meet Your Clients’ Real Needs and Desires – Member Case by Tony Amador

This session outlines the crucial steps for a small service firm to reposition its value proposition based on actual client needs and desires. It discusses the importance of listening to client feedback, extracting actionable insights, and then applying them to refine the firm’s strengths and offerings.


Greg Alexander [00:00:10]  Hi, everyone. This is Greg Alexander, the host of the Pro Serve podcast, brought to you by Collective 54, the first mastermind community dedicated to founders of small service firms trying to grow scale and someday sell their firms. On this episode, we’re going to talk about pivoting your value proposition. This is something we often have to do as young emerging firms, and we’ve got a collective 54 member with us today. His name is Tony Amador. And Tony, it’s good to see you. I understand you got quite an experience with this particularly recent experience. And thanks for being here. And please properly introduce yourself to the audience. 

Tony Amador [00:00:55] Sounds great. Thanks, Greg. Yeah, great to be here. I’m Tony Amador and I am the co-founder and chief client officer of Proxy. And Proxy is an executive multiplier that helps small and medium sized business executives, gives them a strategic advisor with a breadth of business knowledge and repeatable processes to help them complete their goals, set initiatives and complete their goals to grow their business. 

Greg Alexander [00:01:24] Okay. Executive multipliers. So tell me what that means. 

Tony Amador [00:01:29] Yeah, it really is that we’re going to make that executive the best they can be. So we’re going to multiply them in terms of how many places they can be in one time and how much they can get completed, what they can get done. And so we’re multiplying the executive. We’re also multiplying the business. So we’re making the business better. So we’re process is better, growing the revenues, just making a better business. 

Greg Alexander [00:01:54] Okay. Got it. Makes sense. All right. So we’re going to talk today about pivoting the value proposition. So my team tells me that you recently did this and you’ve got quite a story to tell us. So why don’t I just have you fill the audience? And so what happened? 

Tony Amador [00:02:10] Yeah. So we started our business. We we tested it in 2019. As with the idea of being a chief of staff, that that that a client again could could hire to help them just be better, right? Grow their business, be better and give them another set of hands, if you will. And really, the value proposition that we had at the beginning was about a lack of time. We thought the problem we were solving was lack of time. And so we were going to give clients time back. So that was our value proposition is we know you’re busy, we know you can’t get everything accomplished that you want to get accomplished, and we’re going to help give you time back. And we’re going to do that with the chief of staff. And that chief of staff will do everything really from virtual assistant through, in some cases, all the way almost to a CEO. Right. Like really help find the right solutions for things, but everything in between. And so that’s where we got started. 

Greg Alexander [00:03:09] Okay. 

Tony Amador [00:03:10] Okay. And you both you. 

Greg Alexander [00:03:11] Pivoted away from that. 

Tony Amador [00:03:13] We have. And so, you know, in about two years in what we we realized a few things. And one that the problem we were solving, it wasn’t really lack of time. Right. That was a that’s an out shoot of hey, I don’t know which initiative to do. I need some help with the initiatives. I’m not sure where to start. I’m not sure what priority. And so what our chief of staff’s chiefs of staff were doing were those things all much more strategic and getting things done. And at the same time, we were being their virtual assistant or their executive assistant and but that the real value we were bringing was on that other side. So they really didn’t care as much about that time back Once you really got in there and we put someone with them that had a breadth of business knowledge and could really help assess what was going on, assess the people, assess the processes and and put improvements in place, better initiatives in place. So then it was really about that person and that and again, the client always only knew one person, but we used the team and so at the same time we’re in their email or we’re in their calendar. But some clients didn’t need that or some that, or we found that the client. And so then it’s like, Well, what about that? Or then there were clients where they really just need an executive assistant. So they hired us because they need an executive assistant and they went with, You’re going to solve my problem of lack of time. But they weren’t really in the place of Let me jump in with you and let’s work on initiatives. They just wanted that other piece, which was not that that’s not where our real value was from. And so what we realized was, one, we had super successful clients that didn’t even use that part of the service and two, the ones that did use it in a lot of cases were too focused on that. And so then again, as a team, while they didn’t know that person, one little thing that would happen in a calendar or an email would suddenly be a road bump that while we’re doing amazing things and strategy and initiatives and moving the business. And so then there’s they’re upset about something that wasn’t even really what we really wanted to do for them. Right. And make them better, make their business better. And so we started selling without the virtual assistant piece. And had no problems. And so then all of a sudden you realized, wait a minute, what we really are is an executive multiplier. We’re making them better. We’re giving them more chances. Again, we’re in meetings in their place. We’re in meetings with them. And so we’re very quickly able to go from that meeting to figure out where to go next. And we’re making and we’re growing businesses. And so we started selling without it started talking about an executive multiplier. And when we did that, we also created the chief of staff roundtable. And so we spun that off as a separate business because that’s not really what we are. And so then we landed where where we work today, and then we have a pivot from there that will that we can talk about if you want to. But that’s where we went. 

Greg Alexander [00:06:11] So before we move on to the second pivot, let’s stay on this first one for a moment. So that’s a big pivot. I mean, the the premise of the business when you launched was one thing and you learned it wasn’t that. It was it was something else. So so how did you execute this and get everybody on board and have the courage to make the change? 

Tony Amador [00:06:34] Yeah. I think, you know from the beginning what our real vision was, is that from, you know, two of our founders were sitting on advisory boards and where they would talk about ideas for founders and the founder would love it, and then they’d come back a month later, two months later, and they hadn’t done it yet. And so, again, the problem, they would say it was lack of time, but what they really needed was someone to help them with that initiative. Help. Here’s what it looks like. Here’s how it should happen. This one should go before that one. And so that’s what we were already doing. And so because we were already doing that and we have we’re we’re documenting all of our process. So you pull them off the shelf and you’re ready for the next client to do that same thing. The pivot from that perspective wasn’t terribly difficult for us internally because it’s what my team was already doing right? And then the people I had hired to do that role, that whether internally we call that and they implemented the. That’s funny. Yeah. So we might tell the client that this is your proxy or this is your integrator. Okay. Right. So internally we call it the integrator, but ultimately that’s what we were doing. The strategic advisor, this listener, a trusted advisor, a confidant, you know, all these things that a founder really needs and doesn’t necessarily have someone to talk to and that it’s not safe to talk to some people about things. But you could always talk to this person again, similar to a chief of staff, but but not connected to the administrative duties. And so where we were really successful was in that place. And so that part was an easy pivot. The harder part was, okay, are we going to really stop saying we’re a chief of staff or are we going to change our website or are we going to change the language we use? It was pretty easy, Greg, because, you know, we we’d early on decided it was small and medium business. We had all worked with big businesses and we were ready to work with founders that we could help them make a difference. Well, they don’t know what a chief of staff was, so we spent a lot of time explaining what a chief of staff was. And then some people really warmed on to it’s an executive assistant. It’s a high powered executive assistant, which, again, not what we wanted to be or what we were ever trying to be. And so that part was a little it was actually a little easier than we thought it might be. Yeah. And we went from there. 

Greg Alexander [00:08:55] So with this new understanding and congratulations to you guys for listening, you know, and not being married to the old idea and pivoting based on real, you know, receptivity in the marketplace. You made another pivot. So tell me about that. 

Tony Amador [00:09:12] Yeah. So what we realized probably about three years in was that, again, the work that we’re doing and what we believe in is have the best business you can have. And it will it will grow and it will be more valuable. And so then we started getting clients talking about exiting and what what does it look like when I exit and where am I there? And when we so we started doing a little bit of research around that and what was out there. And we found the Exit Planning Institute and their accreditation for a CPA, you know, certified exit planning advisor. And in doing some research, we realized that, again, what they talk about is have the best business you can have run everything the right way. Don’t have a founder bottleneck, right. Don’t use your words. But that’s the idea, right? Get the founder not to be the bottleneck. Get your process down, have the right people. Again, all the things we do already and they had a metric for that, a survey you could go through and get a score that they’ve connected to a multiple. And so we felt like and believe that if we so we a couple of us went got certified, learned all that and felt like if we took that survey and connected it to our strategic offerings and our standard operating procedures, that we could identify where the weaknesses were that were driving their multiple and we could start in a place and say, here’s your multiple today based on going through the survey. Again, similar to collect the 54 survey, Right. Go through that. Here’s your multiple today. Here’s the things we need to work on when we go do these things, the multiples going to go up, your score is going to go up, the multiples are going to go up. And now we’re a value multiplier, right? And so we’re using that really, again, as a very parallel to what we do. But talking instead of driving initiatives necessarily and growing your business, it’s about multiplying, you know, your value. And so as a value multiplier, that’s what we’ll launch. We’re working through that now and things are coming together very nicely and will launch that in 24. And the thought is that some clients will hire us as an executive multiplier. And in that case, you know, while we help determine what the right order is for the strategy and the initiatives that ultimately a client comes to us saying, I need to get these three things done and then I’ll work on number four. Number five, Yep. It come to us and you need a value multiplier. You’re three years out, two years out, five years out, whatever. We’re going to do the survey and then we’re going to direct. Here’s what needs to be worked on in this order to drive value. And so you might come to us an executive multiplier. You might come to us and need a value multiplier. You might have both at the same time. And we have clients like that that we can we can already see they have an executive multiplier. They think they’re three years out and they’re planning on next year saying, and let me add the value multiplier. So again, one person’s working on what the CEO thinks is important and another one’s working on what the market is going to see is important and will drive that business forward from there. 

Greg Alexander [00:12:04] Interesting question on the terminology. So when we kicked off, I had to have you explain to me what an executive multiplier is. And this is the problem with coming out with new language. And, you know, this is something I’ve lived myself quite a bit. Everybody understands chief of staff, everybody understands an executive assistant, but no one gets an exact multiplier. And now now you’re adding to that by saying. The value multiplier. So there’s two schools of thought here. One school of thought is, you know, use the current vocabulary and fall into an existing category and dominated. The other school of thought is to invent your own vocabulary, create a new category, and therefore, you know, be in a market of one. 

Tony Amador [00:12:49] Right. 

Greg Alexander [00:12:50] Obviously, you guys decided to invent your own vocabulary and try to create a category. Tell me about that decision. 

Tony Amador [00:12:57] Yeah, I think because what we found with small and medium business, that chief of staff wasn’t as easy as we thought it was, that everybody didn’t know what that was. So we came from working at agencies with, you know, Fortune 200 companies. And so our AT&T client had several chiefs of staff in our Frito-Lay. And, you know, all these clients we worked with had chiefs of staff. Everybody knew what that was. We got the small business and somebody with 40 employees, they didn’t know what that was. We spent a whole bunch of time explaining what a chief of staff was, and then they’d go, Yeah, I think I need that. But it might be that they needed the virtual assistant piece. They just really did need time back. And so they really just needed that if they needed the other piece. Well, great. We do that when we say executive multiplier and that we are going to be right there with you helping being with you to run your business. Again, we’re in the leadership meetings, executive team meetings, the whole staff meeting at different times. And we’re working with their staff to run initiatives. When we tell them we’re going to give you someone that knows what to do in what order and and has a way to do it, They get that. And so that part hasn’t been as difficult. And I think on value multiplier, I think since we got through that, we feel like if I tell you we’re going to help multiply the value of your business, I think that one will come maybe even easier than executive multiplied it. 

Greg Alexander [00:14:21] Yup. All right. Well, listen, this is a great little use case here. We try to keep these podcasts short. We were talking about pivoting value propositions. And Tony, just share with us how, you know, there young firm has gone through this now twice. And I think it’s a good learning for us. The big headline here to take away from it is make sure you’re listening to the customer, the client, and be willing to pivot and kind of throw away old work and start new work when when that is required, which is what Proxy has done so. Tony, thanks for being on the show. I look forward to our member Q&A and appreciate you being here today. 

Tony Amador [00:14:59] Thanks, Greg. Really appreciate it. 

Greg Alexander [00:15:01] All right. So a couple of calls to action for listeners. So if you’re a member, attend Tony’s Q&A session. Look for the invite on that. If you’re not a member, you want to be one, go to collective 54.com and fill out an application will appear. Or if you just want to learn more about the types of things that we talk about beyond today’s topic, check out my book, The Boutique How to Start Scale and Sell a professional services firm, which you can find on Amazon. But until next time, we wish you the best of luck as you try to grow a scale and exit your firm.

Episode 101 – Chief of Staff: A Role You Can Leverage Today To Find The Time To Work On The Firm – Member Case with Bryon Morrison

Scaling a boutique professional services firm requires effective replication of the founder and a focus on delegation. On this episode, Bryon Morrison, Co-Founder & CEO at Proxxy, talks about the power of replication to remove the founder bottleneck so they can work on this business.


Greg Alexander [00:00:15] Welcome to the Pro Serve podcast with Collective 54, a podcast for founders and leaders of boutique professional services firms. For those that are not familiar with us, Collective 54 is the first mastermind community dedicated entirely to helping you grow, scale and someday exit your boutique processor firm. My name’s Greg Alexander. I have the pleasure of leading this group and I will be your host today. And on this episode, I’m going to talk to you about how to scale yourself, how to replicate yourself and others, how to delegate, determine who to delegate to when to delegate, how to delegate, etc.. And what I hope to accomplish on this call with my esteemed guest, who I’ll introduce in a moment, is to first just draw awareness to this issue that when we run a professional services firm, sometimes the founder or co-founders can get in the way. They they continue to do things the same way they’ve always done them. However, their firm has progressed beyond a practice. They have a real firm, large numbers of employees, etc. And in order for them to continue to scale and maybe someday exit their firm, they have to get to the point where the firm can run without them. They’re not the firm is not entirely, completely dependent on the founder. So that’s the goal of today. We’ve got a great role model with us. He’s going to share his experiences. His name is Bryon Morris and he’s a member of Collective 54 and the founder of proxy. Brian, great to see you. Welcome to the show. Please introduce yourself. 

Byron Morrison [00:02:01] Thank you, Professor Alexander. Good to be on the podcast and I appreciate you letting me talk through the bottleneck with everybody. So, yeah, I am the co-founder and CEO of proxy and you know, it was just like you said, I spent enough time working in large Fortune 500 companies watching these executives. And what I learned was they have this support system around them that makes it impossible for them to fail. And I always looked at them and I said, why? Why isn’t that available to the entrepreneurs of the world, the small to medium sized businesses that are in high growth mode that really, really need it. And so I you know, a few years ago, I stepped back and and said, you know, I’m going to see if I can solve that problem. And so met up with a couple of other my other co-founders and we developed a proxy. And I’ll tell you, it’s been an amazing ride for we’re entering our third year and, you know, it’s just natural for us to be able to help these companies because we just have this servant leadership mindset and we believe in entrepreneurs and we believe that they’re capable. So we’re excited to be able to help anywhere we can. 

Greg Alexander [00:03:25] Okay. I was really excited to see that you were on the show today because you provide something that I think our members would benefit greatly from. And this is not just a blatant sales pitch. I really believe this and that’s something is a professionally trained, remote chief of staff. And first, I want you to explain what that is. And then I’m going to offer the audience my opinion as to why they should care. So would you explain what a professionally trained remote chief of staff is? 

Byron Morrison [00:04:00] Yeah, we’re essentially an executive multiplier. You know, there’s such an important need for an executive to be able to, as you said, replicate yourself. And so it’s what we provide is a solution to automate some of the routine tasks that you see. But the reason we do that is because it frees up the executive to listen to and work with the strategic counsel that we can provide. And so will help drive strategic initiatives, help them identify where and how to prioritize those. But the chief of staff role is something that, you know, you see it coming up more and more. And it’s often misunderstood. Some people think of it as, you know, an executive admin or a support role that is really more task oriented, but it’s a really strategic role. And the thing that’s a little bit unique about how we do it is, and I would argue it should be a third party most of the time because we trying to grow budgets, we aren’t trying to build a fiefdom and get more hires. We are only focused on helping that executive. And so that’s why we built this as a remote model, so that we could keep somewhat separated from the rest of staff and really stay focused on that executive that we’re working with. 

Greg Alexander [00:05:33] Someone to tell the audience a little story, and it’s somewhat comical and embarrassing, but those are usually the best ones. So when I had my boutique firm called SBI, my wife and I were really into a television show called The West Wing. And we would we’ve been this thing I’ve probably seen every episode, I don’t know, five times. And what I learned through that show, which is crazy, that this is how I learned this, is that the way the presidents of the United States and the White House operates is the president has a chief of staff and the chief of staff is a senior person, maybe the most senior other than, you know, the president’s direct reports. And the contribution that that chief of staff made to the president was enormous. So I said to myself, with that inspiration, maybe I need one of those people. So I had one. And what I what I started with, which is what I would recommend everybody here is I did a time on it and I said to myself, Where is all my time going? And if I hold myself to a standard and the standard that I came up with was what was called a key contribution. A key contribution was the things that I did for the firm that significantly moved the needle. And if I stripped everything else out of my life and my work life, how much more time would I have to invest in key contributions? And as a result of that, could I scale myself and then by default, my firm? And really, that’s what the chief of staff did. So I, I said and I would use that word, shed all kinds of habits and things I was doing that I thought I needed to do, but I really didn’t need to do. And I had to take a leap of faith. The chief of staff had to prove to me that she, in this case, was capable of doing it. But I got to tell you, you know, today we’re talking about how to scale yourself. And that was a major moment for me. And what I love, Brian, about what you’re doing is that a lot of our members don’t have that person internally. They might not be 100% convinced that they should do this or they could do this. And by engaging with proxy, it’s a flexible model. It’s a variable model. And it’s a way to get started and see kind of what the return is. So that personal story that I just share with you, do you see that story in your other clients and do you have a couple stories that you are examples you might want to share with the audience? 

Byron Morrison [00:08:13] Yeah, yeah. It’s everybody needs a Leo. I actually wrote an article on that because everybody needs Leo McGarry. But, you know, you’re right, Greg. I think one of the challenges that people have with this is they think of it as an all or nothing role where I’m going to make this hire and man, I’m going to invest a lot in that hire. And, you know, I feel like a better place to invest that time is in the long term hire that comes up that you’re going to invest and you’re going to grow your firm around. And so that’s that whole point of succession. But you always need somebody there who you can talk to. And, you know, we have a. Every rational promise that we make to everybody, and that is that we focus on giving back or reclaiming at least 8 hours a week. Now, if I just do the math here, your point about going through your personal efficiencies and identifying where your hours going and your key contributions, you’re probably burning some time in areas that are really helping the firm. So we recognize that. And and frankly, that’s why we don’t have long term agreements, because we really don’t. All we’re focused on is helping you succeed. And each week we come back and say, did you feel it? Did you feel the impact of what we worked on? Because if not, we should change the focus. And so sometimes that’s a collaborative process where we’re working together to identify that. Sometimes we bring that to our clients and say, you really ought to reprioritize and focus on something else. And they know that it’s coming from a good place. So the rational promise is you get some time back, you know, change what you’re doing. The emotional promise that we focus on is. Being that confidant. That you can talk to and you can say anything to because, you know, if you’re working with somebody, you say something to a staff member. There’s a ripple effect no matter what because of personal biases, concerns. So we actually, you know, one of my friends and clients told us I love what she said. She goes, you know. In business as a CEO, I have speed bumps all the time and so I’ll look at lots of different lanes I could drive down and some speed bumps are higher than others, and I don’t even want to get near it. She goes. You guys just shape the speed bumps. It’s just gone. Like we just execute. We keep moving forward. And so I thought that was a great metaphor. But yeah, we see that. We see tons of issues around succession planning. We see issues around management methodologies. You know, do we have the discipline and consistency in that, the wrong people in the wrong roles, people being mismanaged because of their site makeup or their natural strengths, just poor initiative management. And sometimes it just comes down to like that hero, the CEO. You know, we see that all the time where it’s hard for us to see that. And you know, your point about funny stories. I was that guy. Yeah. I’ve absolutely been in that role where I was like, I didn’t know I was doing it, but I would set it up so I could come in and save the day. Mm hmm. And so once you’ve done that, you’ve realized it. You go, don’t let anybody else pay that dumb tax. Yeah. Then, you know, we’re. We see it all the time. So. 

Greg Alexander [00:11:46] So part of scaling yourself to the listeners is the distinction between kind of cost of doing business items and strategic mission critical key contributions. So the hard part is once you understand what your personal key contributions are and you say to yourself, okay, I’ve got to teach somebody else how to do this as well as I do it. And I talk at length in my book, The Founder Bottleneck How to Scale Yourself and How to Do That. And that is the long term multiyear process of succession planning. And it is absolutely, positively mission critical. And you can’t go cradle to grave as a founder of a boutique process firm unless you master that. What Brian is talking about and what his firm offers is a different type of service. And I would argue equally important, because it is a multiplier to use his terminology, and that is there are cost of doing business items. There’s things that we all have to do that we do not want to do, but they have to get done. If they don’t get done, the firm doesn’t operate the way the way that it should operate. And when I suggest to founders that they need to scale themselves, they always come back to me and they say, Hey, I can’t just stop sending out invoices. I can’t just stop automating this or automating that. Like, all this stuff has to get done and I’ve got to give it to somebody in my staff. They’re early, they’re already 80, 90% utilized right now. So I can’t load this stuff on top of them. I need somebody else. And that’s where I think a chief of staff can come in. Not that they’re just relegated to mundane, boring task work. These are cost of doing business items. So they’re critical that they get done. But that’s the stuff that I think can go to a chief of staff. And this is a you know, this is a new idea for many of our founders, is the idea of having this person on staff, you know, a real right hand. The objection that comes up when I suggest this, Brian, I want to give you a chance to address it is I don’t have the money. It’s I’m not going to invest in doing this. I know what I say, but I’d love to hear what you say to that objection. 

Byron Morrison [00:14:04] Yeah. I just it kind of comes back to the old argument of, hey, I’m the CEO, but I’m also the chief model washer. Well, when I hear that, I’m like, then you’re really doing a poor job for your stakeholders in that business because you should not be the chief bottle washer. I get the point of what you’re trying to get across, but you’re using your time ineffectively and that time is worth a lot. You know, we do an ROI calculation. When we start working with a client, we start the same thing. We look at personal efficiencies. Where can we save that individual time? A lot of those times they might be administrative functions like that. We identify how to automate those and make them go away, or we identify how to make those routine so that you can hire to it a less expensive resource. Then you move on to the next thing. And those tend to become more and more strategic as we eliminate the tactical issues that you’re dealing with. So you’re right. I mean, you know, a lot of people I came up in consulting and advertising and marketing and, you know, some people were like, oh, I don’t like doing that kind of work, you know, because it’s, you know, that’s for somebody else. We believe that those are the things that stop you from becoming great. So we eliminate those things. We work, focus first on the personal efficiencies, but then we move in to team assessment. What’s your team look like? Are they capable of taking on those roles? Are there spaces where we can improve upon the processes that you’re currently doing? Then we get them to the stage of growth. So where is that company at? Should we introduce, you know, like you do a great job in the boutique of laying out what you should be thinking about in each of the stages? We go through a similar process. We just break that down a little bit more granularly so that we can actually focus on what should be prioritized first and where do you spend your time. So I agree with you the little things that when people say I can’t afford to do that, that’s because they don’t really understand the role of the CEO yet. Yeah. And so most of the companies that are larger, they’re like, I have I want to have an Office of the Executive because they know exactly what that amplification or that multiplier effect is. 

Greg Alexander [00:16:25] What I say to people say, listen, I don’t have the money for this. I say, you’re missing out on the most important cost and that’s opportunity cost. So Bryan says it gives you back 8 hours a week. So what’s that worth? So let’s say you build a client, I don’t know, $250 an hour. Right. So, I mean, right there. What’s that? 2000 bucks per week. That’s eight grand a month right there. So I don’t when I hear that, I’m I don’t know, I just call B.S. on it because very often people think they think about the cash. They don’t think about the opportunity cost. What would you do with those extra 8 hours? You know, pull open your to do list. Stack, rank the things top to bottom based on the areas that you want to dove into that you’re not getting to because you don’t have the time. And if you had a chief of staff, you’d be able to get to those things. And if you pull them off, one of those worth. So the opportunity cost is just astounding. It’s it’s a real big issue. So. 

Byron Morrison [00:17:19] Yeah. You know what we also see, Greg, is just this. They get into it and they go, Well, I don’t have that many other things on my list. So a lot of times they aren’t just they just aren’t aware of what else could be done. Or when they implement something, they go, No, no, no, I did that well, they did it in their head or they did it half way and they haven’t made sure. Are they tracking it over time as a longitudinal value? Am I working through the communications that are necessary to get that out? Is there an ongoing effort to make sure that it sticks? So there’s this difference in entrepreneurs from people who are doing work because it matters and they know it. And then the individuals who are doing checkboxes. 

Greg Alexander [00:18:04] Yeah, for sure. 

Byron Morrison [00:18:05] And they go, Well, I finish that. I’m on to the next. Yeah. 

Greg Alexander [00:18:08] All right. Well, we’re out of time here. I’m really looking forward to the Friday Q&A session that we’ll have with members I this is a hot topic. Our members are time starved. I hear it all the time. And they’re going to really probe into this as a possible solution for that. So thanks a bunch for being on the show. I really appreciate it. 

Byron Morrison [00:18:25] It was my pleasure. Thank you. 

Greg Alexander [00:18:27] All right. So if you’re a founder of a boutique processor firm and you want to belong to a community of peers and meet great people like Bryon, consider joining Collective 54 and you can apply for membership at Collective 54 icon. And if you’re not ready to join, but you just want to educate yourself some more on topics like this and others. Subscribe to Collective 54 for insights, which you can also find on the website. This gives you benchmarking data, a weekly podcast, a leading blog. We actually have a bestselling book called The Boutique – How to Start Scaling, so a professional services firm. So that might be a place to start as well and until the next episode. Thanks for listening and I look forward to the next time we get together. Take care.