Subscribe
Share
Share
Embed
Tales from the PROS is hosted by Michael Georgiou, Co-Founder, and Eric Lawrence, Director of Growth at Imaginovation, an award-winning app and software development company. Each episode dives into honest, unscripted conversations, hard-earned lessons, and educational insight into how to help bridge the gap between technology and people.
If you’re a founder, exec, or innovator trying to navigate the tech world without getting burned, this podcast is your no-BS roadmap. Through real talk, personal stories, and insights from the front lines, you’ll pick up smarter ways to build software, steer clear of common mistakes, and choose the right partners in a crowded, often confusing space.
Whether you’re scaling a startup, driving digital change at a larger company, or just love keeping up with tech innovation, Tales from the PROS brings you straight-shooting advice and inspiration without the fluff.
Speaker 2 (00:43)
Hey everyone, welcome to Tales from the Pros. And this is Michael Georgiou your host and co-founder of Imaginovation. My awesome guest with me here today started his entrepreneurial journey at the age of 14 and is now the founder and CEO of the award-winning company called Trainual, a leading SaaS platform that transforms the way small businesses onboard train and scale their teams. He was named the EY Entrepreneur of the Year in 2021 and the Phoenix Business Journal 40 Under 40.
and is the host of the fastest growing companies and organized chaos podcast, as well as the author of the bestselling book, the business playbook. Please welcome this awesome and inspiring entrepreneur, Chris Ronzio. Chris, I appreciate it, man. Thanks for being here.
Speaker 1 (01:28)
What's up, Michael? Thanks for having me.
Speaker 2 (01:30)
Yeah, man, absolutely. My pleasure. As we discussed before, I know you're crazy busy, you know, running a company and podcast and I'm sure doing a lot of other things. But what I really want our audience to know is really just a little bit about your story and your background. think we all in today's age, we appreciate storytelling and every one of us has a story and we've all been through a lot of different struggles and successes and experiences.
If you can, you know, just briefly tell everyone a little bit about how things started and I'll let you go back as early as you want. Hopefully not when you were like, you know, when you were like two or three years old, but you know, maybe when you started your, entrepreneurial journey and how things kind of went from there.
Speaker 1 (02:11)
All right, I'll start at four years old. No, I'm just kidding. So like as a kid, was typical entrepreneur, you know, always had the kid businesses. I was cleaning houses and washing people's patio furniture and landscaping and selling wrapping paper and candy door to door. And I think it just gave me that grind and that hustle from an early age before I could work anywhere else. I was too young to work and make money. So I had to figure out how to be able to buy my own clothes and shoes and toys. And that really motivated me as a kid. So.
When I got to be a teenager, was 14 years old and I remember I was starting at my high school and I walked around the school's field house where they were showing off all the activities and one of them was a video production club or department. And at the time I thought I would love to be like a sports cast.
video. so I signed up for this group to use their cameras. And what I found out is I was one of the only people in the whole town that I grew up in in the Massachusetts suburbs that was certified to use these new digital cameras that the town had invested in.
So I made this little kid TV show. It started airing on our cable access station in town. And because it was airing over and over and over again, it was like the only thing on TV. was like that bulletin board where they showed, you know, town meetings. And then it was my show on repeat for the whole week. So people started coming up to me at the grocery store or wherever and saying, Hey, would you film my grandfather's 90th birthday or
could you fill my cousin's wedding or whatever. And so I connected the dots and realized, wow, I can make money doing this. So that's where the business started. It was super humble beginnings, me and my friend filming whatever people would pay us for. But the thing that we started getting some traction on was sporting events. So at my high school, they would host these events in their field house where they were state level, you know, baseball tournaments or volleyball events or cheerleading events.
And we started volunteering to the school to say, we would film this event if you let us sell copies to everybody that comes and attends. And so it started off as just filming the events at this school, selling $10 VHS tapes. And then over 13 years of growing that business, it went to doing events in all 50 states across the U S having hundreds of camera operators, three offices and covering some of the most amazing events. Like we did.
the US figure skating events all the way up to the Olympics. We did the NFL Pro Bowl halftime show for five years. We did synchronized swimming international championships. And really what made that business successful was the emphasis that we put into standardizing our operations, our processes. Because for a parent to go with their child to an event in California or Florida or North Carolina, where you are, Arizona, where I am,
they wanted the same experience. They wanted the continuity just like they would get from a franchise or something like that. And that was what I was laser focused on is how do I replicate the experience of someone in one state versus another? So for 12, 13 years, I was totally focused on systems, standard operating procedures, technology, online training, recruiting for all of our camera crews. And when I sold my business, that is the skillset that I had to take me into this next chapter.
Speaker 2 (05:33)
That's awesome. I love it. You know, I really, I what I really value about you, Chris, and just hearing your story and reading and researching a lot about you and your background is it seems like you really appreciate the the operation side of a business. And I think from just my experience in dealing with so many early stage startups to establish operating companies and even companies who have been around for so long is that
they appreciate or is that you more appreciate the, you know, just being super productive and creating a processes for yourself and your people to do things right. Cause you want to save time and effort. You don't want people to, you don't want your, employees and even yourself to, do things manually all the time. You know, you want to make it as efficient as possible so they can actually focus on what they're really good at focus on the business. And I think, I think a lot of
Not just entrepreneurs, even in my experience, established CEOs and just established business leaders, they're making it more difficult for themselves to do things.
Speaker 1 (06:36)
Totally. I think you get into business to make jobs, not to have a job. And so many people start their business and end up with a job because they can't let go of the thing that they're doing. And so from a very early age, I was so focused on how do I invent this role in the company and then get out of it as quickly as possible because I got bored. I didn't want to do that thing anymore. What I love about business is figuring things out.
and building department by department, role by role, let me figure out how this works and then let me put someone in place that can do that job better than me. I think that's what building a business is about. And a lot of people unfortunately get stuck with a job.
Speaker 2 (07:14)
Yeah, yeah, no, absolutely. And just talking a little bit more about Traineal, how would you say, how and why was Traineal needed in the market? How did you kind of figure out that, man, this is something, and you started from humble beginnings, even with Traineal, yeah, you had a lot of experience with the video production business and all of that, and that gave you a very solid foundation, of course. But when you started Traineal, how did you really know
man, like, this is something that I think can really make a difference in people's lives. And this is really needed in the market. Did you do some like test testing before, you know, just trying to see like what the adoption and the engagement rate would be or kind of what was your process for that?
Speaker 1 (07:58)
Yeah, so where I left off in the story was selling my video company and realizing that, you know, it was not as massive exit. You know, it was a service-based business with slim margins and you sell those businesses based on kind of like a extrapolation of profits over a few years. And so for me, it was like a way to step out of a company that I had built as far as I wanted to and have some breathing room to figure out what to do next. And the thing that came next for me was consulting for other small businesses. So I thought, let me just,
be helpful and learn as much as I can and go into a bunch of different industries and see what I like. And from that, maybe I'll get my next idea, find my next business. And so I started spending a day a week at five different companies. And then it turned into a half day a week at 10 different companies. And then it was like, I was doing projects and cobbling together and hiring people to build this little consulting firm. And what we were doing repeatedly was going into a business kind of
orienting ourselves, onboarding ourselves to everything about the... Existence, how do they work, who does what in the business, figuring it all out, and then helping them organize their chaos. That was the name of the firm, Organized Chaos. And so it was company after company after company, we're going in and mapping out roles and responsibilities and workflows and processes and recommending what software tools would make them more efficient.
And at the end of every single project, what we would do is hand off a training or a SOP is and say, here is your roles and responsibilities. Here is your process flows for your like core processes. Here is how your business works. And I saw after doing that again and again with documents that there should be a better system to house all of this. So initially Trainual was just.
a simple idea, it was you need a manual for your business and you need to train your people on how things work, train you all. And we built this little prototype for my consulting firm that was strictly for our clients. So that was one of our differentiators where we would go in and do this project. And at the end of it, we deliver it through our system. And so a few years later, after doing this a couple dozen times with companies, people were starting to want the tool.
and not want the consulting services to go with it. They're like, hey, my friend's using this for their business. Can I just sign up for your software? So this was 2017 at the time. We decided as a team, there were five of us, we got together and said, why don't we rebuild this software and make a go at it for a SaaS company? So we took the feedback from three years of basically a prototype, three years of being inside all these businesses and understanding the problem they had with alignment and communication and consistency.
And saying, now let's launch this as its own business. So train you'll as a business started in 2018 and it's been a crazy ride since then.
Speaker 2 (10:50)
Crazy man, wow. And how long did you bootstrap the company before you even started to seek investment funding?
Speaker 1 (10:58)
Yeah. So it was not until the end of 2019 that we got investment. our first almost two years were just bootstrapped. And if you include the product's existence for three years before that, the product was really around for five years before we ever put funding behind it. So I had never raised funding for any other business I had. So it just was foreign to me. You know, my, my definition of business was not like go find someone else's money and burn it. was like build a company that works.
So we did that with Tranuel. We got to over a thousand customers on the tool, over a million dollars in recurring revenue. And at that point, it was a decision of, we continue to grow this organically and just invest profits? Or could we make a lot bigger of an impact, grow faster, gain market share if we bring on a partner? And it just made sense to do that.
Speaker 2 (11:47)
And I know you talk a lot in your book, in the playbook. Look, yeah, there you go. Awesome. And I read quite a bit about it and I know you talk a lot about these things and you really have great insight into guiding, you know, I think even just, you know, anyone from the idea to, you know, a startup where they are bootstrapping it and...
Speaker 1 (11:51)
The business playbook,
Speaker 2 (12:12)
It seems like you're a big advocate for bootstrapping and so am I. We bootstrapped our company and it has its hurdles, but it's also really nice because you don't have investors kind of telling you what to do all the time and all that kind of stuff. So it's good to be able to have that hustle and create that revenue before you even think about seeking investment. Because I think, Chris, I'm sure you can resonate with this, a lot of entrepreneurs make the mistake of
relying on investment so soon where they're not even even they shouldn't even be thinking about it. You know, it's like a lot of them they're always I've dealt with hundreds and hundreds of startups and I just keep hearing over and over again. It's like well, we're looking for 500,000 in capital and you know from private equity or from angels or VCs and I'm just like, well, you don't have a product yet.
Speaker 1 (13:00)
Yeah. I think you need to get customers before you get investors, know, too many businesses, they have an idea and they're like, let me go get investors. And then you're spending someone else's money. So you're not as careful with it. Like I remember being a little kid and my dad giving me a bunch of tokens to the arcade. And I would just go around and just spray these tokens across every game and come back in 20 minutes and be like, dad, my whole roll of quarters is gone. Whereas like if I had to take my allowance to the arcade,
I was so meticulous about like which game is gonna get this nickel. And I think that's what it's like when you're bootstrapping. to be clear, I'm a huge fan of bringing on investors, but I think investors need to invest in fund growth. They don't need to fund you figuring out your idea. If you have an idea and you go find a financial partner and investor, then you kind of have a boss. And that's where you hear the stories from people that say, my investors are pushing me to do this and this.
Well, if they're pushing you to do stuff, it's because you don't know what you're doing and they put money into your business. So they're trying to protect their money. But if they're investing in an idea that's already working and you've already found customers, then investors become like consultants and partners and amazing members of the team. And so I've had a super positive experience with our investors, but it's because they are partners. We're very aligned. They don't have to come up with what I, what I do because
It's already working what we're doing. now we're just trying to tweak it and make it as the best outcome we can.
Speaker 2 (14:30)
And just a segue into that, like, how do you really maximize your valuation when you are bootstrapping first, when you're bootstrapping a business, how do you really maximize that valuation before taking any investment? So of course, I think you touched on this a little bit before is get users and customers, but is there anything else that you need to really do before even starting that process, investment process?
Speaker 1 (14:56)
Well, maximizing evaluation should not be the game. You know, that should not be the goal. think you want to maximize having a healthy business, you know, like if you build a business that you know who your customer is, you can repeatably find those customers. You've got a product that's unique in the market. You're getting more customers month over month because words getting out about your product. That's something anyone wants to invest in.
And so what you're doing is creating demand. You know, when we decided to raise money, we had been getting inbound inquiries from investors because they were seeing our ads and they were coming across the reviews and there was this momentum that we had built. And so I think every founder's job is to create momentum to whatever size and scale makes sense for you, but you need to create a momentum so that you don't need the money. You're not desperate for the money. It's just how will the money help make your outcome even better?
than it would be without the money. So I would just focus on building a healthy business that customers love and your employees want to work there. And that's something that a lot of people want to get behind.
Speaker 2 (16:03)
it's like it's building a customer centric, a customer first brand.
Speaker 1 (16:09)
Yeah. Yeah. It's, it's, it's the, branding is of course important. It sets you apart, but it's building a product that's useful. So, you know, if you create something that's valuable, a product, a service, whatever it is, are customers coming to you? Are they getting the value that they thought they were going to get? Are they leaving you good reviews? Are they coming back and buying again or renewing their subscription? That's what shows you, have a healthy business. And so if you can show that there's demand for what you do,
And that once you capture that demand, you can actually satisfy the customer. Then that's a healthy company.
Speaker 2 (16:44)
Yeah, I love it. I love that take on it. then, know, Chris, in your experience, what did you do? What did you and your team do to really show traction in the industry when, you know, in the earlier days of, of train you to get that kind of attention and, and, and not just even with investors, just, just growing your, your brand and, and, know, and just being recognized in the industry. How did you really show track?
Traction like on a you know, would say I know on a sales and marketing perspective. What did you guys do? That was really effective
Speaker 1 (17:16)
Well, the first thing was because we had had the product around for a few years with just these like very close consulting clients of mine, it was leveraging all of them as case studies and saying, you know, it's not me saying this is a great product. It's all these small business owners saying, wow, this made this impact in my company. And so case studies got on our website from the, from the get-go very early on testimonials. That's what we were using in ads. We're asking people for reviews, leave a review on G2.
then we take a screenshot of their review and we use that as an advertisement. And so those testimonials creates this external validation. And the next thing is you wanna build authority a little bit because as a small brand, no one knows who you are. And so you've got to attach yourself to someone that people do recognize. And so for us in the very early days, I was using other books like the E-Myth by Michael E. Gerber. was a book that I had read with my first business book I ever read. It made a huge impact in my life.
And I know millions of other people have read this book. And so I held up the book and I said, Hey, if you've read this book, then here's the insight I got. led me to create this business, which does X, Y, and Z. So if you've got that problem too, check it out, go to this link on our website. You know, and so people would be scrolling through their feed. They'd see something that they recognize because they don't know me. And then they click through, they get to the website and they can connect the dots in their head. So what I was doing was kind of like getting people to pre-qualify themselves.
that if they recognize this other thing, then I know that they could self-select based on their problem into what I'm offering. And so was through the E-Myth and some other books that we got some original traction to our website. What's so cool now is that Michael E. Gerber, who wrote the E-Myth, wrote the forward to my book. So we've been in touch since I started doing those ads. I got connected with him. He loved the ads, he loved the product. And so it was kind of a blessing to have that come full circle, but that was the original thing.
It was, let's get some customers that can just rave about what you're doing and put that into the world. And then let's get some authority building through some other brands. it gives you that validation you need.
Speaker 2 (19:22)
Your customers are really like your brand ambassadors. yeah. Isn't it crazy? It's so important.
Speaker 1 (19:28)
Yeah, absolutely. It goes back to what I said at the beginning. If everybody is using your product or trying your product and hates it, think of like a restaurant. If everyone goes to grand opening and gets food poisoning, no one's ever going to go back because the stories they're going to tell is like, I tried that place and it hasn't left my system. You need to have delight for your customers, need to be delighted. And then they come back and they tell their friends and that's what starts the engine.
Speaker 2 (19:52)
It's like, I don't know if I've ever actually said this before, but it's like your customers are your storytellers.
Speaker 1 (19:59)
Totally. think about what's more powerful, me telling a story or 10,000 entrepreneurs telling a story about me. You know, like that's what you want to do as a business is get your product to become the story that other people are talking about. You can't always tell the story.
Speaker 2 (20:01)
Yeah, that's so cool.
And just curious, like on a marketing perspective, and I love the detail you shared about just customer testimonials and all of that, that's so vital to know. In terms of like what worked for Trainual, I'm sure you guys have, I mean, I've seen you guys, I've seen your brand everywhere, like on ads and even organically, you know, just different digital channels, but it's very important obviously to have a multi-channel marketing approach. But for Trainual, what was...
What was more effective? Was it more the advertising side, the paid ad side, or was it more organic? Or was it just both that they all had a positive impact kind of thing?
Speaker 1 (20:58)
All right, so it starts with paid because organic is really hard to build with no momentum. So for us, it started with getting people to our website and building some traffic. And then as we built traffic, we could retarget against that traffic with organic. And when you've got a big enough audience that you're retargeting to, then your organic has better potential of going viral, getting more reshared, stuff like that. And so year over year over year, our percentage difference between paid and organic
keep shifting more and more towards organic because we're building that flywheel of organic content and referrals and the storytelling from our customers like you just mentioned. The other thing that I think is a great tactic is start with taking your organic content and then promote that as paid. It's sort of both where your best performing organic content should then become your paid.
You know, because you're, seeing that this is resonating with people. They're sharing it. They're getting value out of it. So why not flip it into a promoted poster and ad or something and just have it perform even better for you.
Speaker 2 (22:02)
Yeah, yeah, no, definitely. And I know you, of course, you charge for your platform, but even before, were you charging customers just immediately, or was it more of a freemium model? you get a lot of, for customers to get adopted into the system, was it kind of all free at the beginning, and then later on they got into a paid plan, or was it different than that?
Speaker 1 (22:25)
When I first launched it, this is way back, 2015, I was launching it to my consulting clients. I offered like a lifetime free plan because I was trying to recoup some of the development expenses. And so that was the initial thing. Then after that, for my new consulting clients, I started giving it free because I wanted them to just, I wanted to deliver my files in there and it felt kind of weird for them to pay for a consulting service. And then me deliver my files and say, now to access the thing you already paid for, you've got to pay me again.
You know, so it was free. And then after that, I pivoted into just saying, here, I'm going to deliver it outside of the system and I'm going to put it in the system. And, know, if, if you want to continue with the system after your first month, then it's 99 bucks a month. And so, so I tried a few different things.
Speaker 2 (23:11)
Awesome. Awesome. So I want to jump a little bit into just more of the productivity and the efficiency side of things. And I know, I know you're a big, big on that. And I'm a big advocate on that as well. In your experience, Chris, running TrainUl, you know, a very successful company. I love what you guys are doing. I love the impact that you're making on the community and just on, companies and just different users. What do you consider a company being efficient and productive? I know it's overloaded questions, but in your experience, what's
What's considered an operating company that's really efficient? know, cause I think you've seen so many businesses out there, you're probably thinking like, how are they running their business? my gosh, like this is not efficient the way they're doing this. I don't get it. So your experience, what are your thoughts on that?
Speaker 1 (23:58)
Efficiency is when your capacity or your revenue increases faster than your head count. know, like if you take your revenue and divide it by the number of people that you have, as your revenue grows, the revenue per employee should go up. If it's going down, you're losing efficiency, right? You're hiring for inefficient tasks. And so you can use that simple formula, but it's really, you know, more ambiguously, or I guess the touchy feely side of it is, can your people at the end of the day
think that they were productive all day or are they complaining because they feel like they wasted six hours on some report that they have to do that they don't want to do anymore. And so as business owners, it's up to us to ask people, what are the things that are redundant, repetitive, boring? What do you wish was automated in the business? What, if we could hire an assistant for every single person in the business, what would you have your assistant do? You know, if you ask those questions to all of your people,
you'll find out what the monotonous, boring, redundant, repetitive tasks are. And then it's your job or someone in your operations team's job to figure out how to do those things more cheaply, faster, use software to supplement, outsource. That's how you can get more efficient. But a lot of businesses just don't even ask and they don't listen. So they don't fix those problems.
Speaker 2 (25:14)
Yeah, yeah, no, it's, yeah, you touched on so many amazing points there. And I think also with, with living or with having an efficient and productive operating company operating business, it also really impacts, you know, just the way we operate our business, the way we manage tasks, things like that, the way we use, you know, seamless and streamlined processes.
impacts our personal lives too. And I know just reading about you is investing in yourself is so important. I heavily believe in that as well. Not burning ourselves out. Yeah, we have to work hard, of course. Hard work, work ethic is such an important element, absolutely. But I think there's just been this stigma over the last five to 10 years of like,
man, you got to work 16 to 18 hours a day. It's got to, you got to, you know, you got to work to the grind and all that. And yeah, like I said, that's important. Absolutely. But you got to also focus on yourself, your own mental health, your own physical health and all of that. So what's your take on really investing in yourself as Chris, like what's worked for you that also positively impacts your business.
Speaker 1 (26:27)
Well, what I want to say first on the hours you put in is it of depends on what stage you're at in your business. You know, are you just getting something started and you're trying to get those first few customers and you can't afford to hire the next person and you're really trying to push hard to get yourself over that hurdle where you can get employee number two. You know, that's a very different phase than when you've got 25 employees and you've got a family and you've got whatever. So this is going to be a different answer for every single person. I think going back to the last question, if you are working
16 hours to get kind of 10 hours of productivity and you're lacking health and you're sluggish and whatever, then that's a lot different than working 16 hours to do what a normal person might accomplish in 40 hour week. So it also kind of depends on how productive what your personal engine is like. Now for me at this stage, I have two kids, I'm married for 11 years.
And I really believe in cutting off that family time and work time. You know, I leave the house at 8 a.m. in the morning and eight to five is like the block of my day. And because I have such a wall around my work day, it makes me more productive during the day because I know it's a non-negotiable. can't let it bleed into dinner or playing with the kids or date night. It's just like there's other things on the calendar after five. So I'm.
better get what I'm doing done during the day. Super important though to invest in yourself. So one of the things that I do that I've taken on since starting Traineal sounds simple, but just running. I go for runs in the mornings and I listen to a podcast. And to me, it's kind of like 45 minutes or 60 minutes of strategic planning every single morning. You know, I get to think about the business, find some
show like yours that is solving problems, telling stories that I can relate to, that I could come up with ideas. And then I hit the ground running when I start working because I just got like fueled, you know, supercharged in the morning. And so that works really well for me. Being always home for family dinner, having weekly date night, those things are energizing for me. Sleeping eight hours a night is important. Seven and a half, eight hours a night. So I try to maintain a pretty regular schedule.
Speaker 2 (28:44)
Yeah, no, that's good. Yeah. And going back to what you said before, you know, I agree. think everyone's very, everyone has their own different circumstances. Everyone operates so differently. You know, I think for me, it's just like, want to, I want people to kind of understand that it is definitely a case by case basis. But I think there's just this, at least from what I've seen, it's all personal perspective and experience, but it's like, it's like,
these have to's, you know, we're creating like these boundaries or these, these parameters, like you have to do this, you have to do that to be successful. And it's really, it depends on what works for you, right? Some people can be very successful. Yeah, every stage is very different, but you know, I've known people that have just put in eight to 10 hours a day and they've, they've, they've lived a very successful life and they're happy and success is subjective to you. So it just, it just, it's probably a case by case basis.
Speaker 1 (29:38)
Yeah, I have no problem working 14, 16 hours a day when I'm super excited about something. I'm not complaining and saying, I have to work this much time to be successful. If you feel like you have to put in that many hours to do the work, then I would say you're probably not being as efficient or productive. You're probably not.
delegating effectively to get other people involved. You're not charging enough. So you're underwater. There's a lot of potential problems to reset that work-life balance, but you know, it's, flexes up and down and, and, it's, it's up to you. It's the cool thing is it's up to us. We get to decide how hard we want.
Speaker 2 (30:18)
I love it, man. Touched on so many awesome points. Love it. So one of the final few questions that I have here is just on what it means to be successful. It's all subjective, of course. Success is different for everybody. It goes back to your story, your experience, your perspective. But for you, Chris, what are your thoughts and advice on what it really means to be successful for you?
Speaker 1 (30:40)
I think success is just the flexibility to wake up and do what you want to do and work on what you want to work and work with who you want to work with. know, so for years I was just pursuing that. I, you know, I, took me so long to learn how to say no to customers that were just going to be a bad fit and to set up kind of the rules of a
consulting engagement, know, like don't text me all day, every day, like all the things that I didn't like about my business were things I never defined and communicated to people. And so success is when you kind of fine tune how you want to work, when you want to work, who you want to work with, and then you just enjoy what you're doing. so fortunately that's, that's the case right now with TrainUl. I just love what we're building. I love waking up and working on it every morning. And, you know, at any level, I think that's success.
Speaker 2 (31:31)
Yeah, man, it's so much easier and better when you do something that you love. You know, you wake up with this fire, this energy, and you're so excited to just, you know, to execute and implement different things that you're really passionate about and that make an impact on your employees, your customers, the community. So all that is so important. So I always ask this question to all of my guests.
your experience, what would you define as your one word for your story? So if you had to define your story in one word, what would it be?
Speaker 1 (32:02)
Hmm, I would probably say you just use this word. So maybe I'm copying or saying it back to you, but I would say it's experience. It's, one of our values at TrainUl is collect experiences. And I think that inside of work, outside of work, all people are doing in life is collecting experiences and relating to other people. And
And so the experience of building a business is understanding the experience of your customers. It's understanding the experience of your employees and it's trying to improve your experience through your own success, financial and lifestyle and whatever else. And so it's, I think it's just all about just have a good experience. Enjoy it.
Speaker 2 (32:43)
I love it. I love it, Chris. Thank you so much. That's great. That's the first, I think that's the first time I've heard that word as the one word for the story.
Speaker 1 (32:51)
Really?
You've been doing this a while. No one said that?
Speaker 2 (32:54)
Experience? No, it's usually like perseverance. That's my one word is perseverance. I've heard struggle. I've heard success. I've heard resilience and all that stuff. and some of them can't know, some can't think of just one word. So it'd be like two or three words. So that's fine. But yeah, that's good. So definitely unique in that sense, But yeah, you have a unique story. Thank you so much, man. I really appreciate it, Chris. Very inspiring and insightful.
So many people can learn from you. So definitely make a positive impact in the community. So I'm very thankful and grateful for you to be here. So where can everyone find you? Tell us about your website, your books, whatever you want.
Speaker 1 (33:37)
Yeah, of course. So the company is Trainual like a training manual, trainual.com. So check that out. It is a hub of business resources for systematizing, scaling your company through your policies, processes, profile of your business and all the people that work for you. So check that out. If you want just the instructions on how to do it yourself, then that's what the new book is. It's called the Business Playbook. You can just check it out at thebusinessplaybook.com.
or at chrisronzio.com and it's sold everywhere books are, Amazon, Barnes & Noble, Target, anywhere like that. So thank you so much everyone for listening and follow along. If you want to see behind the scenes, I am most often on Instagram and LinkedIn. You just search for Chris Ronzio.
Speaker 2 (34:20)
Thank Chris. I really appreciate it, And thank you so much for being on Tales from the Pros and sharing your story. I'm very thankful and I'm grateful, man. Thank you so much.
Speaker 1 (34:29)
Awesome. Thanks Michael.
Speaker 2 (34:30)
Thanks again everyone for listening. This is your host Michael Georgiou on Tales from the Pros and until next time. Thank you guys.