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Agency Forward explores the future of agencies as tech and AI drive down the cost of tactical deliverables. Topics include building competent teams, developing strategic offers, systemizing your business, and more.
New episodes delivered every Tuesday.
Unknown Speaker 0:00
everyone today I'm joined by Matt Bolian. Matt is the co founder and CEO at Super. And he's also the co founder of Rev partners which climbed from the bottom to the top of the HubSpot partner ecosystem. In 13 months, man has a unique way of viewing business and how to build a brand, making this episode a lot of fun to record. On this episode, we discuss how to build and maintain strong teams, while growing your business by partnerships are critical to success, how to find your perfect niche, and more.
Unknown Speaker 0:35
Today's episode is brought to you by Zen pilot. There are a lot of tools out there for agencies to manage projects, but any project issues aren't usually caused by the tool. They're from your own processes. Zen pilot helps agencies implement their project management tools, while streamlining operations. So your team can move from chaos to clarity. You can see for yourself at Zen pilot.com.
Unknown Speaker 0:59
All right, let's get into this episode with Matt Boolean.
Unknown Speaker 1:03
It's easier than ever to start an agency. But it's only getting harder to stand out and keep it alive. Join me as we explore the strategies agencies are using today. To secure a better tomorrow. This is agency forward.
Unknown Speaker 1:23
How were you able to grow rent partners so fast? Oh, my.
Unknown Speaker 1:30
Gosh, that's a great question. I don't know the answer. Yeah. So we talked about growth fast. What is what is fast? Because fast is all relative to other people around you.
Unknown Speaker 1:41
So I would say in the traditional sense, like, two years for was 8 million in revenue.
Unknown Speaker 1:51
Pretty fast. Yeah. So like, yeah, so
Unknown Speaker 1:54
we didn't quite go that fast. I got like from one of our
Unknown Speaker 1:59
how we grow so fast. So it was all about growth, you could do growth, and potentially usually service businesses to find growth. It's easy to find growth, although this can be problematic. It's easy to find growth, as in people, because people are the product that you're replicating as a service company. So like let's talk growth in three years rent partners went from two people to 70 people. So it's like that's a that's all.
Unknown Speaker 2:24
And then went from and 13 Months went from uncleared to elite. It's really fast.
Unknown Speaker 2:33
So it's like I can talk about the fast and that is, how do we do it so fast is I think, number one is, we came in with the intention.
Unknown Speaker 2:43
Our big concept coming in is we're not first off, I'm never going to call myself an agency. Because I had worked with a bunch of agencies and I didn't like the way they worked. And I say they that's like, that's just that word so big. Whatever they is, I came in with this operations mindset of when I asked for something, I want someone to tell me the answer that I can't google. I can Google something, I need you to fix a heart problem. So I don't have to think. So can we provide? And can we scale, the ability to think for other people and provide recommendations and tell them what to do? It's not I don't know, I don't I know where I want to go. I don't need you tell me where to go. I need you to tell me. Which way to get there. Are there different paths? Are there obstacles? And how can you get me there faster? So you're thinking about so that's the first is I think, just give her the agency, we were a consultancy coming along helping people get from A to B. Inside the ecosystem of HubSpot, they were able to move so fast, partly because it was nascent. So I say this is the idea of revenue operations, is sometimes you just get lucky. And when part of when we were picking what ecosystem to go in, we could go into Zoho, like I really didn't care. I was just trying to pick a CRM that I could get fully behind that I could like love tenaciously and HubSpot ended up fitting, I actually just thought it was the best CRM, it also happened to be. People weren't treating it like we were like, there wasn't a lot of people in the ecosystem talking about CRM, talking about data orchestration. At that time. Reb ops was still new, they're trying to make a push. And so we just saw, hey, let's just come in. And I think what part of why we have to move so fast is HubSpot needed
Unknown Speaker 4:28
a company a service company in their ecosystem to champion this and show it works.
Unknown Speaker 4:34
And that allowed us a lot of love free, but just to move faster than I think would be it just been more difficult to replicate that today. Right. And so it was just we'll just call that what it is. Yeah. So it was kind of the most agencies struggle with Legion right as their primary source but so essentially through partnership with HubSpot, you were able to kind of go
Unknown Speaker 4:57
make a purchase. There's a part of
Unknown Speaker 5:00
GM. This is an I think this is let me just this is probably part of the difference is I was like, Hey, I'm going to HubSpot, we're going to come in and we're going to be, we want to be your best partner to tell us what you want us to do. And they said, We want you to sell websites. Like, we're not gonna do that. So, so
Unknown Speaker 5:18
let's not do that. Here's what we're gonna do. We're gonna execute this go to market, it's gonna go like this and you want to help us do that. Will you help us do that? Crickets. And as soon as it relates very quickly as we are not going to live or die by HubSpot, in fact, to me, they're only going to recognize you get it, they're only going to recognize once you have some repertoire of excellence. So what you saw we just it was never, you'll see probably saw it in the past go to market there was never we have to create our own Legion.
Unknown Speaker 5:50
And it's an A but we're not going to create the Legion that HubSpot wants. They were saying we want you to create net new HubSpot deals. And I came in said that's not your problem. HubSpot. Your problem is people leave you for Salesforce. I'm an admin, I know this market and they're leaving for Salesforce and you're selling against that admin.
Unknown Speaker 6:13
So what I'm going to do was sell with the admin and let's keep people in HubSpot longer. And when people need to switch let's do Salesforce reps. So like we did this very specific go to market very like from day one niched, if you would, and HubSpot, that we didn't do what HubSpot wanted us to do. But we executed tenaciously.
Unknown Speaker 6:35
So I just like when you when you come into that mentality of we didn't wait for HubSpot to give us leads. Right. followed after so I guess what, once they realized we had a need, then they were okay. Okay. Right, this thing really well. Okay. And so which then obviously facilitates more of that growth? The so I guess, within that lead gen strategy, right, you're essentially able to just filter out like you want people who are on HubSpot, that you can then, you know, provide Reb ops type services for and help them get more from the platform they're doing. So you have a very targeted audience that you were coming in on.
Unknown Speaker 7:14
Yeah, and our audience day one was, I think day one. I mean, you have two people in the company. And even if you get to 10 people, you still your Legion still like to three people. So it's like, what are you doing? What we're doing was a very specific message. I felt it was like almost a hey, I'm an evangelist, to venture capitalist and P firms that they because all these companies start on most of them starting on HubSpot Pipedrive. Mix Max copper like this. We're starting. So how do you get people to when they make the decision to move? They don't feel like they're forced into HubSpot. And when they have to move in HubSpot? How long can it take me? How long can I actually survive on this? And so we came to these P firms and we started doing lots of education, we reach out to them in our lead gen never was going to the people making the decision and informing they're there because they're their SaaS companies. And so we went to P firms and VC companies. And that's how we got almost all our lead gen at the beginning, who then have the ear of those decision makers to correct Yeah. And then as you can get, yeah, so that's how we found our first right. So that's all Yeah, finding nodes that you can, you can influence to get them or like a bigger spread with fewer team members. And so yeah, and then even then it was like, just like, it's so important to niche really fast. And so it was, hey, we're going to be the we're going to help people we're going to be how you don't have to switch from Salesforce. And if you'd hate Salesforce, you can actually switch with HubSpot. And it will be you know, that messaging. It's all we talked about to everyone. But if you talk to everyone, we then we took a concerted effort and is told that messaging to P firms and VC companies in the southeast, and the Southeast, and those are Hey, we want to be the number one HubSpot shot for Reb ops, that allows companies P firms and VC companies to be able to confidently use HubSpot for longer and execute their mission and do really well the SE. It's like even then we had a functional we had ICP and the weaving geographically bounded it. And it should be painful when you pick it. You should like oh crap, I can't help it. Yes, because they're not here. So it should be painful.
Unknown Speaker 9:30
So what I really liked about that as well, is the the idea of niching so many branches, say okay, I'm going to target an industry and go it's like, no, that's not a niche, right thing. I work with SAS companies. It's like that's a massive niche. Like, what? It's not specific at all. But what you guys did was first said this is the problem that we solve. Our messaging is going to be around that problem. Now we take on the lens and say we do it for these people in this area. And so it's all
Unknown Speaker 10:00
Like those lands is actually a magnifying glass, right? Like, yeah, we went partner first. And so when you think of it, we didn't go to series ACSB here, right, I was on my messaging. My messaging was we go to VC and PE firms that don't think HubSpot is real, that are answering these problems,
Unknown Speaker 10:18
which is actually even smaller than series A and Series B. So like less people. So we didn't have this giant list, we just had a very small list of relationships that we then like, we went after our partners, and HubSpot. And so then we built partner programs around these two things. As a as a agency, the first thing we did was build a partner program. This is why
Unknown Speaker 10:44
you got to so we're not fast. We're in a Super Bowl that this is I think it's so important. And I go to market like that is the best way to go to market because it has, like it creates a coefficient of scale. So you talk how fast it's like we got we got we probably got we got really lucky being the right place the right time, within our go to market because it was partner from the beginning became a coefficient of scale that allowed us to just move even faster.
Unknown Speaker 11:09
Yeah, right. Well, I mean,
Unknown Speaker 11:12
that's like me it to me at that point in time, like it was. It was a very wild ride, everything was exploding. Like all the everything that worked a month ago didn't work now. So yeah.
Unknown Speaker 11:24
I very much believe in the positive sum game. And stuff with like, I brought this up on a previous episode as well, where it's like business by nature is zero sum, right? Like someone has to be on top. But it doesn't mean you have to play that game entirely. Like you can find companies to work with where you get the win, they get the win, your client gets the win. It's like, why would we not keep leaning into that? Because it's only going to move everything faster, as you were just saying.
Unknown Speaker 11:52
But so let's go back to the definition of growth if growth were to equal people, right? And we're just looking at those numbers, I guess, how are you able to kind of build and maintain, like a team that was capable of doing everything that you were doing at that growth rate.
Unknown Speaker 12:12
So we took a different path, I think all paths, there is no path that is better than another one. So see here, this is like another thing is, is we grew faster. But there are there we also, we gave up a lot to grow fast. And so what I mean by that is from day one, we took investment from a VC firm, called Garden City at that day, and we we neither neither bring it out at that point oh, and 50% of that company. We don't like together we did. But we we had investors, we had a VC. And so we're like, Hey, we're gonna make this. But we're going to now now that we now that we have a VC firm, and we have ret we have extra extra pot of money, what do we do? See how like, our situation dictated our go to market, we said, hey, we have a VC, you know, they have lots of relationships with other VC and other PE firms. And so that's how we got the end to a lot of these the very beginning we took money.
Unknown Speaker 13:07
And we were able to use that through the relationship with our VC. But then second is it allowed us to really hate the thing we're doing. We were not profitable for the entire first year.
Unknown Speaker 13:18
Because we, we we over hired, and we said, hey, we're going to having done some businesses like what's going to the issue will be we do not have the training to run because we're going to be our product is replicating humans and an experience. So we need to dive we need to over invest into people, culture, and operations. So like our first couple hires are all 6k. Okay, six figure salaries of like bringing people in, which just is not possible, if done through a traditional, yeah, like building of a of a tree I use or just any consulting firm, it's just not traditional. And we just wanted to mitigate those risks and those, like at the very beginning. So how are we able to move fast as we deliberately took a bet? Because it could not have worked, but that's how we we did yeah, that's a an interesting take. Because yeah, I definitely recommend against looking for those high end hires from an agency you just your margins don't support it. And so they didn't, they didn't break and so unfortunately, you guys had the investment Kevin and to be able to fund that and make help it happen.
Unknown Speaker 14:30
But then I guess the problem by year two, were you guys profitable? Yeah. And so like the investment paid off, right, you took a bit and said this is what we're going to try doing and it ended up working out.
Unknown Speaker 14:43
Yep, yep. And this is a and then we and then even then we then take funding from and I say that it's like thinking about cuz a previous life I used to do CFA, which is financial certified financial advisor, which is all about essentially finance and how to do it. And it is
Unknown Speaker 15:00
Debt is very good for businesses debt funds, visitors visits. So how do you say again, we really the nuance we applied was taking a, I'm going to run my service company, and do it like a SASS company. And I'm going to turn it in subscription models, I'm going to start funding it like a SASS company, not growth at all costs, like sustainable though, let's make it profitable. It's every time we're in the black, let's move us to the red. And let's, if we don't have the money, what do we do that we have to get like a cap Chase or founder path or not like getting
Unknown Speaker 15:30
called non dilutive equity? So you can bring it in without losing and diluting your equity? How do I get sources that allow us to invest in future product sets or future? So how are we able to do such like, it's one thing to grow fast? It's another thing to grow fast again. And it's another thing that we're fast again, and again, how do you do that?
Unknown Speaker 15:53
You can't do it with the money you're generating from a service business can't it's just not you have to be able to make bets. And every year we'd make a bet that could have catapulted the business and failure. And so like you just had like, what are your bets? What's your go to market? And so if you see something different is we're not running with that point. When I was running, we were not running it like a,
Unknown Speaker 16:15
this was not lifestyle business. This is a SaaS business that we're running to hit a certain multiple evaluation.
Unknown Speaker 16:23
Just like just like, there's thought processes that are different that you don't see under the surface. Great. Well, that comes back to the intentionality you're talking about with the business, right? Like, we're not going to pretend this is about anything else. This is what our goal is right now. So we're gonna keep working towards it.
Unknown Speaker 16:41
So shift gears a bit, with a very blunt question, just what's something you see that agencies are still getting wrong?
Unknown Speaker 16:50
Well, I don't like the word agencies. So I would say they call themselves agencies. So let's just like start, we'll start, we'll start there, I think, later, three things and it goes a bit into the future slash now. And it's, I'm gonna say here is none of your partners. HubSpot.
Unknown Speaker 17:09
If you're ETL is and you're thinking about high touch or senses, if you're doing ERP, Isn't it sweet and infor, if you're thinking about
Unknown Speaker 17:18
signing an E signing a panda doc, a DocuSign, a important, like, none of your partners are going to give you anything until you show you're the best partner. So stop, like so just like, come in and say instead of saying, what can you do for me, like approach partnerships with, I'm about to give you everything I have. And I want to be your best partner. In fact, I will be your best partner. What are you judged by? What do you want me to do? And I will build around that. And let's go when there's like, change the mindset, and so you should pick fewer, and you should do more?
Unknown Speaker 18:01
And go all in? Yeah, I think I'm trying to remember what book might have been a podcast, it was somewhere someone said something smart. I'm not taking credit for it. But it was just the question of what can I be the best in the world that and when you kind of marry up those, you know, the two items that are gonna put you in this box or whatever? Like, are you the best? No, could you be become the best? No. Okay, let's find another box by adding another layer to this.
Unknown Speaker 18:26
Which I guess gonna even go back to, like red burners. That's right, that in that geography and adding like saying, No, this is we will be the best because people do want to work with the best. And so if you can show them, like that's it. Like it makes complete sense. Because I love what you just said, like you talked about the what's the equation of niching it is just what can I be the best at and all you do is slice, slice, slice until you can say okay, I can be the best at that. And once you get the best at something, then you can start to expand, okay, I also want to be the best at this. And so then you can start thinking bigger, but just like just slice and dice until you can combine some strengths to create the best.
Unknown Speaker 19:06
Number two, I just put this is
Unknown Speaker 19:10
marketing is your the word market like going to market marketing, creating leads demand, whatever the heck we're calling it today. Is the whole premise of it. Is it just like what is the I don't know what the first principle but like second principle it is, it is just to be recognizable.
Unknown Speaker 19:30
Just as like, some people call it to be the red X and the red X, it's actually a moving target. Because if you are red X people will replicate what is a red X and then it becomes a black x and you must then become another red X. And so when I was sitting in our like, agencies like you, you can't that's why like I don't call it Don't Don't call me an agency. I'm not an agency like you just like everything you have to live and breathe something that is
Unknown Speaker 20:00
not what everybody tries to tell you you are and it will make you more recognizable. So give example, when I was doing RP was,
Unknown Speaker 20:07
I mean, there's just before this is three, four years I, I danced on LinkedIn and started making videos only did not because I like I liked, like I like dancing.
Unknown Speaker 20:20
I don't know how to make videos, but I put those two things together, I can talk at a screen, maybe it's gonna work. And we just started creating lots of videos and creating lots of noise.
Unknown Speaker 20:32
And it became very recognizable
Unknown Speaker 20:36
in places. And it was and we were a bit unhinged on purpose, like intentionally, like, people think we're intentionally saying provocative things like, like a
Unknown Speaker 20:50
just challenging status quo. And that's kind of our that was the motto of of what RP was challenged the status quo, the evangelist of HubSpot hub Aleutian like this. This is what we're embodying. So you have to do that. Like what is the thing inside of your niche that you're going to when I say go all in it is a is with a visual and operational all them it changes the vernacular your speak.
Unknown Speaker 21:17
You can see it even just with super its branding, you have a lot of like kind of cartoony effects very bright colors, like it's hard to scroll LinkedIn and not stop when you see, you know, one of the posts from anyone on your team. Because of just how vibrant everything is.
Unknown Speaker 21:34
Taking it to super, it's the it's no different it is be recognizable.
Unknown Speaker 21:40
Number three is service company. What are we getting wrong is, gosh,
Unknown Speaker 21:45
just know this and if you don't know this, like internalize it. So we talked number one, which was
Unknown Speaker 21:53
like, I think it's niche number two be recognizable. Number three, is this is what do service companies fundamentally deliver, and it will never change. Like this is a service company. This is why service companies will always exist. They deliver humans
Unknown Speaker 22:10
and deliver humans.
Unknown Speaker 22:12
So you gotta get real, they deliver an experience. Michelin star restaurant delivers an experience, not food, fast food delivers an experience and a convenience, not food. Just like is when you deliver any service company, you do not deliver the thing you're doing, you deliver the experience in the vehicle is the thing you're delivering. And you take that so service companies get really good at delivering experiences that are human. First we talk about AI like this, like we like you will lose and go out of business. If you try to deliver by I can do more like I'll just do it faster.
Unknown Speaker 22:58
Like because what you're you're the function you're looking at that service companies exist, not to do things faster. They exist, to tell you what to do when to do to be guides, and to deliver X experience and best practices from from experts. If you do it faster, you will get beat out by a product you will get someone will build you.
Unknown Speaker 23:22
So that gets a lot about like what were super was born and why it exists. Yeah, I like that a lot. One of the things that to not flesh out thought but it came across this weekend. So let me say live and potentially embarrassed myself. But I was thinking, what if the mental space of every service business was their goal was just to get better clients? If that is your prime, like the priority in your head? What would that cause you to do? What would you change? Right? Well, one, I'm going to make sure that experience for my current clients is great. So they want to refer me to others. I want to make sure I'm getting the right results. I'm targeted in my messaging, right, you start if you're just trying to get the best client, everything else kind of falls into place, like to know what to do. And you still gotta prioritize under that, right? Where do I actually put my attention right now.
Unknown Speaker 24:13
But I think it really directs it. And I think it's a lot of which what you were just saying as well with like making sure that experience is great, is gonna lead to getting those better clients.
Unknown Speaker 24:22
And so
Unknown Speaker 24:25
yeah, those are all.
Unknown Speaker 24:27
Great. So I guess
Unknown Speaker 24:29
from there, so if you were, if you were to start an agent's service business, check it out. I'm
Unknown Speaker 24:38
going to kind of like restart one today with the knowledge that you have now. I'm guessing, prioritizing that experience from day one is going to be Yeah, something you're doing, I guess. Yeah. The question is, and we think about why do we Why did we start reading I started read partners.
Unknown Speaker 24:57
He could have done any business, and I was like, well here
Unknown Speaker 25:00
is a business where I've had some bad experiences that I think I could create a better experience for. So when you think about service business, like, what are businesses where you've had bad experiences, and you're like I could do that is a really good service business. Anytime you had a bad experience, it's not the it's not the piece of software you're using. It's not it's it's the people first experience, let's talk about how Tesla is re invented. Part of their genius is not the electric car electric car has been their it's their go to market. They've gotten rid of car salespeople, they've gotten rid of their own team commissions, they got rid of the middleman where you can order online, all they've done is let me construct a better experience.
Unknown Speaker 25:40
It's just like, think about that. And so if you're and then how do I create reoccurring value? So like, what is then what a Tesla do? They went and built 1000s of electric
Unknown Speaker 25:54
where you can go and plug in your car around charging stations, which now so you have a Tesla, now you are dependent on them. But they are their reoccurring value over and over. So you create an experience that then creates reoccurring value, and you will win, and you will win. And that's true for SAS, but also true for the way you're delivering is different than if you're in any industry. So service businesses, they often are not thinking about the reoccurring value, they're only thinking about the next project. Right? So they don't think about like you said they don't think about the post acquisition value of the referral. Announcement of time doing that we talked about it, we don't actually execute on that. Right. So shifting gears again, I want to just get into your inspiration for starting super. Yeah, that's another loaded one.
Unknown Speaker 26:51
Let's say this person, you may have heard of this. So it's like as we were in red partners, and
Unknown Speaker 26:57
I would rephrase the question. It's probably just as diabolical. It is, what would make you leave the fastest growing HubSpot consultancy in the history of hotspots ecosystem.
Unknown Speaker 27:11
I was poking? I would say it's because you had a bigger vision for what a company could do.
Unknown Speaker 27:18
Yeah, it's this. So this is like some some some myths, some myth busting. Matt did super exists inside rep partners. No.
Unknown Speaker 27:28
This was me saying you serious like experiences. I was like, man, we've had to scale to 70 plus people.
Unknown Speaker 27:35
And, gosh, it was hard. Okay, how can I replicate people better? How can I replicate experiences better? How can I? How can I create reoccurring value at the human level? And so we first came out with stupid, it's always been there, but don't think people saw it because they were like, because what they saw was this portal replication, which is, which is sexy, I can push a button, put a replicate.
Unknown Speaker 28:00
But that's that's actually just the vehicle, which is okay, one of the biggest issues is we people build the wrong things. And it creates a very, very bad experience for clients. We're always thinking about experience. What if I could push a button and immediately I have quick wins, immediately it's gone. And now I'm teaching people and training people, and where the value of a service company comes, is delivery, and then the human touch post delivery. So we what where did the inspiration from Super is imagining this transformative? It is what happens if I can take the intellectual property and I can and I can turn a person. And I can actually
Unknown Speaker 28:41
take one person and allow them and spread IP faster and quicker. And the service companies could have a higher margin. Let's answer that problem. What if What if you could increase the margins the gross margin at a service company?
Unknown Speaker 29:00
So that that was the inspiration is asking that question. And so and then it's it's it's bird supid, which is like I don't there is no there is no category for this pick this product. Like we're not, we're not a digital adoption platform, even though we have aspects of it because we allow you to input information directly wherever you would like insight, or not work instructions, like a scribe, even though we can do the exact same thing and you can put it directly in. We're not just a knowledge base like guru, even though we have the same capacity and we can do it. We're not a portal replicator. Like, like a, a data. Like go anywhere. There's people who could replicate portals. We're not that and we're not a sales engagement platform.
Unknown Speaker 29:46
But you can create cards and you can share them directly. We are we're not an LMS but we're about the portfolio mess we're not we're not just LMS but you can like assign people and and have them experts we are reimagining
Unknown Speaker 30:00
In all those things in one place, the way people actually want to learn today, which is real time, and they get to choose what they want in service companies have to react to that. How do I build an LMS? When they want LMS? How do I put stuff in when they need it? How do I create the knowledge base when they need it? How can I bring a platform that allows you to call it I call it a delivery operations platform? Like, it's not just, it's just a nothing exists nothing seen it and it's transformational is and that's why we haven't gone to end users deliberately at this ordering through partners who we have to train people to rethink. Right, before we go to end users. Yeah, and so I guess, looking at the future of service based work, how do you see super fitting into that?
Unknown Speaker 30:47
I,
Unknown Speaker 30:50
here's, here's the statement, I want to be true.
Unknown Speaker 30:53
Even though and I think he's calling us, I think it will be really hard for a service company, to in the HubSpot ecosystem to be successful, if they are competing against another service company, if they have super.
Unknown Speaker 31:11
And I'm going to start trying my darndest to make that true.
Unknown Speaker 31:15
And, and just sit there. Next is like AI. And I'd say what's the response to AI from service companies. And it will be the doing gets easier. But the when the how, and the why gets actually more difficult to discern. And that's where the service companies will exist. Those Those like, I can do anything, which actually like It's like going to oh, I can do anything, I can buy anything, I can have anything, what do I do. And so the people that are teaching and training in putting IP into the world will have an outsized impact, because they will be able to guide people in the who the journey of what to do, when to do it, how to do it. And people want to buy that subscribe to it. And so we service companies will deliver human touch at a higher scale and have to deliver they have to deliver human touch faster and quicker. That's what super, that's what super it's doing. That's what we're thinking about.
Unknown Speaker 32:18
So, yeah, last mile delivery. So people call the last mile, right? So the, I think, man, I'm gonna tie a bunch of your, your thoughts here. So the,
Unknown Speaker 32:32
with AI, right agencies if they can lean into the strategy that they're able to produce, because they they know these problems better than probably anybody else. So no single brand is going to have as many reps as anyone in the service business who focuses specifically on that problem.
Unknown Speaker 32:47
So yeah, well, the tactics are, are there, you know, if you don't have the strategy, it doesn't matter what you're even doing. And so super, is now able to help deliver that strategy in a way that you actually get this high touch, or it can be a high touch environment, because you're not spending that extra time doing these additional to ask you to get to actually now focus on the stuff you're really good at where you can spot these patterns, which now tying back because we're, I think you had said
Unknown Speaker 33:11
with rep burners, you wanted to look for people who had the insights. Right? Who, who were not just gonna come in and give you an answer you could Google, right? Because which is the same thing? An answer that you could just use AI to define the solution. Now we want the the insights, we want your expertise. That's what we're paying for it. So the plumber who can, you know, go tap a pipe, and everything's fixed? And it's like, yeah, that's 50 years of experience. God, I'm there. That's an old plumber. Maybe it's not that many years. But the
Unknown Speaker 33:42
but it's like the same idea. But with your service based business, like we want the insights, like the best marketing has the best insights, because you're giving people this information they didn't have before. And so yeah, I think super, it is definitely one of those avenues to be able to
Unknown Speaker 33:57
kind of bring that to market faster.
Unknown Speaker 34:01
Yeah, I get asked often what's the best super client.
Unknown Speaker 34:06
And so just to be super different users.
Unknown Speaker 34:09
And that's actually our primary guy like getting to be close our primary revenue driver, users are just coming in because they would like to use the work instructions and digital adoption in the knowledge base, because just we're just priced at a place it's very, we're just a different tool, and people are trying to see it. But for partners, what makes the best partners, it's not the partner that does spot on boardings, and just does things quickly. The best partner is the one that's the most technical
Unknown Speaker 34:36
that needs to leave behind. training needs to do training, because that's what we allow.
Unknown Speaker 34:44
Like that. That is actually the more difficult problem to solve. And that's the problem we have solved.
Unknown Speaker 34:49
Awesome. Matt, I appreciate you joining me today. I got some great insights for this app. So two last questions for you have the first being well
Unknown Speaker 35:00
book, you recommend every service based business owner read.
Unknown Speaker 35:06
We give, we give two books, and one of them is cliche one of them, I just think everyone needs to understand services. Number one is Dale Carnegie's How to Win Friends Influence People think it's super powerful for management. Again, you're managing people, and you know how to sounds influence them, just like you need to know how to love them well, but differently. Number two is the Challenger sale. Because as a coach, you're not selling software, you're selling you. And part of you must be someone that challenges the way someone thinks, and gets them to think a new way. And that will always be the most successful service businesses is those that can challenge have a point of view. And that can provide a path to executing the hope you've now generated.
Unknown Speaker 35:55
Awesome. And then last question, Where can people find you?
Unknown Speaker 36:01
I live most I live most natively and all and LinkedIn. So if you want to come, just go to my profile, Matt, send me a message.
Unknown Speaker 36:11
And you'll see me dancing.
Unknown Speaker 36:13
Sounds good. Thanks again for joining us. Chris, appreciate you.
Unknown Speaker 36:21
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Transcribed by https://otter.ai