Jeremy Weisz 13:10
Yep, love it, choose a vertical also, hopefully, they have some proven success in that vertical. What’s next?
Corey Quinn 13:17
Next step, next couple steps are really mapping the message to the market now that you’ve identified the market who the buyer is, and you really want to get smart on how do we communicate that, hey, we’re an insider, we know how to solve very unique sophisticated problems that just you mister missus, plumber are experiencing. So the way we do that is, number one, we interview their plumbing clients, I’m gonna use the example of a plumber, but we interview their plumbing clients, part of the decision that went into part of the day that went into decision of choosing plumbers, doesn’t have to be plumbers, but whatever it is, was the fact that we have evidence that yeah, they’re good clients. So we’ll go interview them. And what we’re doing is what’s called a Buyers Journey interview to understand what were they doing before they partner with us? Well, what changed that caused them to look for a change, a new agency in this case, what was the process they took? And we interview five to seven of their clients to really begin to uncover and look for patterns in their responses. And we take those patterns that informs our messaging and our positioning. The next thing we do is we do competitive. Third step is competitive research. When you are heavily focused as a founder on relationships, and you’re networking to get deals, your competitors matter less, because people are typically not shopping. If someone met you as a founder through Vistage or through EO one of these things, they’re probably not going to shop too hard because they’re relying on that personal relationship that they have with you. But when you are attracting businesses, who don’t have a personal relationship, they’re definitely going to be shopping. And so that’s why I’m a big fan of understanding what is the competitive landscape for that buyer. Who they’re going to compare my agency within the buying process? And what we’re looking for in that competitive research is what is the messaging and positioning that these other agencies are focusing their marketing on. Ultimately, what we want to do is, we want to arrive to a differentiated positioning for the agency. And we are going to take the data that we got and the insights from the client interviews, as well as the competitive research. And we will go through a positioning and messaging exercise, well, we’re going to be getting clear about, well, what are the attributes our ideal client wants in an agency? And then how can we find some whitespace from a positioning perspective, to really claim that, and then we also talk about point of view, which I think is really important, especially in the agency space, because it is so undifferentiated. Our point of view is ultimately, our why. Simon Sinek said, people don’t hire you for what you do, they hire you for why you do it. So if you’re unable to articulate your why in a meaningful way that the buyer recognizes and values, then you’re effectively invisible. So we work on the point of view as well. Once we get all that groundwork, we’ve identified who we want to target, how we’re going to target to them in a meaningful and impactful way, then it’s about going out and building inbound, outbound and relationship-based marketing strategies. And these are not just generic strategies, these are vertical-specific strategies are things you do when you have a vertical focus, there’s things you do from an inbound perspective, that are different, there are things you do from an outbound perspective that are different, and things you do from a relationship based basis that are different now that you are focused on a vertical. So I talked about what those are, and how to deploy those meaningfully so that you start to see results in the short term.
Jeremy Weisz 16:50
And then, is there a fifth one? Or is that? Yeah, four and five? Yeah, yeah. So, I want to talk about, it’s really interesting. I’m gonna pull up your website, because you eat your own dog food, okay. And you are always thinking of, obviously, the vertical, right, hence, your podcasts, the go-to vertical podcast, or The Vertical Go-To-Market Podcast. And you are working in the cooperator now to do this very thing. And the funny thing is, you could with your experience, be like, I don’t need to do this. I know. I’m focused on agencies, but you’re still going through the process. And we talked before he hit record, it’s like, I’ve heard you say, agencies, and also you’ve helped b2b SaaS companies too, you’re like, no, Jeremy. Right now, I’m really just focused on agencies, not saying you can’t help B2B SaaS companies, but it sounds like you are really zeroing in on agencies. What is other some of the copy that you’re thinking through with the copywriter? And as you’re interviewing your clients how’s this going to change what we see?
Corey Quinn 18:05
Sure. So the biggest thing is a functional change actually. The primary CTA on my website is let’s talk which is more about let’s set up a meeting, you click on that it’s gonna go to a form. And what I find is that the people who ultimately want to work with me are people who have joined my email list, and they have listened to my podcast. And so this is not the front and center CTA that I need to have on my website, I came to that realization. And so what my new above the fold is that most of the homepage will be focused on joining my newsletter.
Jeremy Weisz 18:39
Yeah. So you could see I mean, I think wait, where was it? Oh your newsletter right here. So you can, I joined? You want a one-minute high-impact tip every day? Sign up, right?
Corey Quinn 18:50
Yeah, yeah. So the copy on the homepage is gonna be really full, like the above the fold. And we focused on like, what the big promises and the benefits of joining this and then the rest of the homepage, or most of the rest of the homepage is going to be about me — my story. And then the things that make me distinctive in being able to help a specific audience. I’m trying to help what makes me different and uniquely positioned to do that.
Jeremy Weisz 19:16
So from a copywriting standpoint, not much is going to change on that.
Corey Quinn 19:21
No, I think that my story is not in there. It’s not front and center. Today we’re working on how do we articulate that and the story is focused on…
Jeremy Weisz 19:31
It’s on your about page, but not on the main page.
Corey Quinn 19:34
Yeah, and I’m believing we’re going to change this a little bit, potentially.
Jeremy Weisz 19:40
Yeah, no, I like to hear the thought process through that because people can still contact you, right, but you’re gonna want people sign up for your newsletter. deliver value to them through your blog and podcast first.
Corey Quinn 19:52
Yeah, exactly. And what I find is that there are a lot of agency consultants out there and that’s great as a lot of agencies any help, so I need help. And that’s great. But I think by giving them an opportunity to get on my newsletter, so I do have five emails a week. So it’s a lot of email. They’re short and sweet. They’re meant to be really high-impact. But the point is that they will get a real sense for how I think who I am, what I value, and how I work. And for some people, it’s like, yeah, that’s exactly, he knows exactly what we need. And that’s really my intention is to bring them into the newsletter, and then give them an opportunity to learn more from me.
Jeremy Weisz 20:35
So we’ll walk through some case examples. Corey, but first, so the way people engage with you, typically, I’m looking at your services page. They can work with you privately, or private coaching call, and then there’s an advisory retainer, and then a vertical go-to-market roadmap.
Corey Quinn 20:52
Yes. So those are the three those are all three of those. I’m personally involved. So there’s not much of. Today there’s no products I have available that are not me like that I’m directly involved.
Jeremy Weisz 21:06
Unless they get your book, when it’s out.
Corey Quinn 21:08
When it’s out. And there’s other things coming as well. But yes.
Jeremy Weisz 21:11
Cool. So let’s talk about the couple examples, right. And there was before we were talking about agency targeting law firms, and some of the things you did with them and how they grew.
Corey Quinn 21:27
Sure. So this is an agency that, like you said, they’re targeting law firms, they’re very aggressively growing, very charismatic CEO and Chief Marketing Officer, but their sales, the specific go to market around the sales, they would generate a ton of leads, but their conversion rate on their leads was pretty poor. And so this was something where it was less about helping them to identify their vertical and getting really clear on them. But it’s more around the work that I did at Scorpion in partnership with Jamie around, how do we get a sales team to start to really perform? Okay. And so it was…
Jeremy Weisz 22:08
Part of your company, what did their sales team look like? Because I think you said they were around $20,000 a month in recurring revenue, what did their sales team look like?
Corey Quinn 22:18
It was a three to four-person, you know, sales team were considered to be quote-unquote “closers.” Okay. And they would receive a bunch of leads from these events that the agency would hold. But they were struggling with closing them. And part of the problem was that they were selling, they didn’t have a very strong sales training program. And they were selling the way that when I arrived, they were selling a very productized service. And so it became much more of a transactional sale, where they’re talking about, hi, Mr. Mrs. Attorney, this is the package, these are the features, these are the benefits, take it or leave it. And what we brought in was more of a consultative process where it was, okay, thank you for hopping on the call with me, tell me about what you’re currently doing. Tell me about what you’d like to do. What happens if you don’t make any changes? And what’s blocking you? Right? What are that consultative sale? And they realized that the value in this, they actually changed out a number of their sales team from people who maybe were not open to this new consultative approach to selling. And so I helped bring in a new sales deck a new proposal, the whole sales system. And as a result of this, they went from $20,000 in monthly MRR monthly recurring revenue in new business to $100,000 in monthly recurring business. So a dramatic shift where it was, the takeaway here is that they had a lot of potential in the business and leads the way that they were running sales was causing them to not maximize that potential.
Jeremy Weisz 24:04
It sounds like with certain members, they had to go to the drawing board and revisit that, what did you want them to look for in the new salespeople from like, the consultative side?
Corey Quinn 24:19
The play there because they wanted to move quickly is that they realized they needed to find people who are already selling to attorneys in this new way. So people that didn’t necessarily have to train in this new concept, but just basically bring them over and let them apply this existing play to the system.
Jeremy Weisz 24:37
So how do they find people? Do they?
Corey Quinn 24:40
They actually were very aggressive. They went and found some competitors who they respected and they actually had conversations with those salespeople.
Jeremy Weisz 24:50
It seems like a lot of sit for 20,000 a month, what a company doing that should have as a sales team that seems from the people I’ve talked to that seems like a lot of salespeople for that amount of revenue.
Corey Quinn 25:04
Yeah, no, it was, yeah, no, and they just weren’t productive. They just was not working. For sure. I think the CEO was trying to fix it by putting more bodies in it. And it was more of a process and systems issue. And that more bodies wasn’t in effects.
Jeremy Weisz 25:23
So you come in this kind of reorganize the sales process. What do you do as far as the sales training? You said the sales training program wasn’t amazing. It wasn’t how they wanted.
Corey Quinn 25:37
It was a Google Doc, basically. Yeah, it was. Here’s the script.
Jeremy Weisz 25:42
Yeah. Because I know, you’ve talked about this before on adding value. And I’m curious, with Scorpion, you’ve talked about, you’re not going in there. Just saying, hey, these are the features, but you were trying to understand. And even I think you’ve talked about listening to their calls and actually getting deeper into the understanding of their business.
Corey Quinn 26:03
That issue was not specific to this specific client, but in general was Scorpion. So we were targeting attorneys. And attorneys, the way they run their business is they have a gatekeeper and the gatekeepers job is to make sure everyone in the world like Scorpion does not actually get access to the attorney like they’re screening out all these vendors who want to talk to the attorney. And so we did cold calling for a while it was very unsuccessful, what we determined what we found out was and I got this in part from the CEO Scorpion was to send them a gift as a first touch. And it’s not just any kind of gift, like you don’t send them a pen with your logo on it, you send them something that is unique, that’s striking, and that it leaves an impression, we call it a USI. And what that looked like was in this case, cookies, we would send these amazing gourmet cookies in a FedEx box overnight. And it would bypass the gatekeeper because the attorney, we get all the FedEx boxes right on their desk, they had all hope and hope this box, this strange box, and it was this beautiful tin of cookies, it opened it up. And the cookies are amazing like you have to use amazing cookies for this. But the cookies in the tin would end up being shared around the office because everyone wanted to try this amazing cookie. And then, of course, the next part of the conversation was well, who brought the cookies? And it’s like, well, this company Scorpion. So we had this buzzer on the office. By the time the salesperson called, the conversation was, the dynamic was very different. It went from, you know, resistance to the gatekeeper saying, oh, you’re the ones from Scorpion who sent the cookies. Hold on, let me put you through to the attorney want to talk to you.
Jeremy Weisz 26:15
The best way is through the stomach. I love it.
Corey Quinn 27:53
Yeah, it is. It’s powerful what sending a thoughtful gift ahead of time will do to warm up otherwise cold prospect.
Jeremy Weisz 28:05
What else have you seen that has worked? Or that you’ve liked? Not necessarily that Scorpion but you’ve seen, because I think I saw on one of your sites. There was like, big things of brownies. It was kind of mix. What else have you seen that you like that may give ideas in other industries for people?
Corey Quinn 28:24
Sure. So and that’s a really good point. Because at Scorpion we worked with a couple different verticals. And so cookies kind of work everywhere, to be honest, because who doesn’t like great cookies, but we did things like for instance, in-home services during COVID. COVID obviously was a crazy and disrupted time for all businesses of all shapes and sizes. But we wanted to continue to support the Home Services vertical and so we sent out a gift box to our prospects in the gift box was a sort of a padded box you open it up and in the flap of the actual video, the box was a video player, like an LCD screen and in there was about a 25-minute training, a free training specifically for home service businesses and how to weather the storm as it relates to their business in their marketing. Right. So is this beautiful free training, they’ve opened it up. And then in the actual box itself, we’re in 95 masks, the space masks a book about Leading Through Change from a thought leader in home services. So it wasn’t like a Scorpion written book. It was a book from someone in their space. And then we also included I think it was gloves like the blue gloves. Right? And we would send that across as just a care package like hey, we’re thinking about you in this tough time we wanted to have this and hopefully it’s helpful type of thing, right?
Jeremy Weisz 29:54
Yeah. I know Scorpio is not a nonprofit. So I mean, I’ve seen some of those boxes I’ve gotten some of them. They’re not inexpensive, just without anything in them, just with the video thing. How do you decide on what your budget what you’re going to spend on something like that. And I’m wondering how that fits into the whole sales process, like you mentioned, ahead of time and how that works.
Corey Quinn 30:22
Sure. So everything begins with the list, like the list is the strategy as they say, and so the way that we would do this, and the way that I’ve done this elsewhere, it’s not just at Scorpion is, you really want to make sure that whoever you send a $30 or $250, gift to is super qualified, and you don’t want to leave that up to our friends over at zoom info, or Apollo or any of these places, right, you really have to be careful and intentional with the list. So you start with the list. It helps if you’re a verticalized. So if you’re a vertically focused agency, you could make sure that whatever you send has copy and marketing that’s very relevant to the vertical, right. So the example is the box in the home service businesses, that was not just a generic box, it was specific to home service businesses. And so once you develop a really great list, again, depends on the dynamics of the business, but you really want to make sure that wherever you send this to, you know that if you can get them on the call, that you have a good chance of closing them as new business. Meaning that they’re super qualified, right? That they would be a great client. So you don’t want to send one of these out, get them on the call and realize at that point, oh, gosh, this guy doesn’t have any money or whatever it is, right? So the list really is the strategy.
Jeremy Weisz 31:44
It goes back to what you said was one of the steps was is really goes back to interviewing the best clients, and then you’re kind of documenting the exact attributes of those exact clients. So when you’re pairing the list down, you’re looking at that.
Corey Quinn 31:58
Exactly, you got it. That’s exactly right. So using evidence to be able to create a really high quality. And frankly, today, this gifting falls into the category of outbound and the motion today is all about volume, it’s about spamming your Tam, it’s about how big of an email list, can I get to send this series of three emails out like, that is the wrong way to do it, I’m much more about quality of the list, I don’t care if there’s 100 people on the list, as long as it’s super high-quality list, then I will mail a gift to that person. And so one of the things that you can do to increase the likelihood that you’ll get a meeting is send something that is unique, right, you want to send something they’ve never seen before. No one’s ever sent it people are sending gifts these days. So think outside the box, you want it to be striking, you want to interrupt their day, right? You don’t want just gonna send something that’s going to end up in a pile somewhere you want them to like put this in their hands, they want to like turn it around and show it to other people, you want to leave an impression. And it has to be striking, like if at all, like leave them saying, oh, this was interesting, right. So there’s a high bar when it comes to sending these gifts, you can’t just mail it in, as they say, sorry for the fun. But those will help. And then what you have to do really is followed up with a sales outreach, just because you send an amazing box of cookies, doesn’t mean they’re going to pick up the call the phone and give you a call. But you do need to call them and at the right time when they’re talking about you right when the buzz is all about Scorpion in the office, that’s when you want to call versus two weeks later when they’ve forgotten all about you. Right. So there’s a bit of a, I would call this as a marketing lead sales outreach or outbound program. That’s the way to kind of run it. And then the other piece of it is, you don’t just do it once one and done. Right, you need to be persistent and consistent over time. And so what that means is I’ll give you an example. So every dentist, in this specific example, every dentist gets a new website on average every three years. Let’s just say I didn’t know that. Yeah, so and the technology behind dental websites is expanding. And the functionality is changing. And so if we got a list of that super high-quality list of dentists, maybe multi-Doctor multilocation practices that we knew they had a great budget, and that we could certainly help out, we knew that if we would market to them consistently directly through outbound through gifting over a period of three years, at some point during that they will come to the realization that they need to update their website. And is likely they’re going to call us at least put us on the consideration list, which is where we want to be right. And so understanding what the lifecycle of your product is how often does your typical target audience typically shop and making sure that you’re present throughout that period. If you do that to a large enough group, you’re going to start getting some nice results from this.
Jeremy Weisz 35:00
How often do you recommend sending in that case over three years?
Corey Quinn 35:05
Well, it depends. So you goes back to your original question, I think, which is how do you afford all this? And the answer is, it is…
Jeremy Weisz 35:15
If you have $150 million, you can afford it. No. But like for someone who doesn’t?
Corey Quinn 35:19
Yeah, so this is a great question. And I’m going to answer it maybe a little differently, which is that you really have to look at it from a lifetime value perspective. So for instance, if you make $10,000 a month, I’m sorry, $10,000, a year on a client, and they stay with you one year, lifetime value is $10,000. They stay with you for three years, it’s $30,000. Well, why this is relevant is that you probably pay a lot more to generate a $30,000 client than a $10,000 or a client. And so it goes back to the business fundamentals. Are you providing great value and service for your clients? And are they staying with you? And if they’re not, then that’s really where you want to start investigating. Because the more you can extend the lifetime of a recurring revenue client, the more value they are to you, and the more you’re able to spend on the front end to acquire them.
Jeremy Weisz 36:15
Yeah. Yeah, I mean, direct response, you can measure that, like, if they, okay, these 100 people, I’m going to spend whatever amount, $1,000, and you get a client that’s worth $10,000. You can reinvest in that program and start sending every single one of those people something every couple months. I want to point out that I did an episode people can check out with John Ruhlin of Giftology, who is a master at this. So I listen to that one, because he’s a master of gifting high-quality things. But speaking of sales cycle, right? Corey, because, you know, in that case, you have certain things that you know, the dentist, like over three years, there was a company you worked with that actually, you help with this, the sales cycle piece of things and shorten that sales cycle. And I think you call it, you have a certain name for it. So I’ll let you go over it.
Corey Quinn 37:08
I’m not sure. I’ll still share with you, I think you’re referring to and you correct me if I like…
Jeremy Weisz 37:13
I think it’s the cookie strategy.
Corey Quinn 37:15
Yeah, that’s what I was referring to. So this is a company that was struggling with getting and keeping appointments, and then closing them. And so this is a gentleman who deployed the cookie strategy, which is effectively doing the list vetting and doing the sending out of the cookies, right? Well, we just talked about, and as a result of that, he was able to increase his lead-to-conversion rate, lead to appointment rate by 50%. So he was able to get 50% more appointments out of his leads, just by running this play. And then the cost of booking appointment was down about 70%, despite including additional costs, he was able to lower everything, lower the cost by reducing a lot of the other junk that wasn’t driving value.
Jeremy Weisz 38:03
I love it. Let’s talk about, you know, the first step you said was just choose vertical. Okay. And I reached out to a bunch of agency owners. So I got some questions, but one of them is, in the agency space, someone, let’s say serves lawyers, right. You can even niche within lawyers. Right. And one person was saying, well, they serve several lawyers and PI lawyers, has a majority, let’s say of their business that they serve. But they serve other lawyers in the PAs they pay well. It’s competitive, super competitive. So, they were kind of thinking through, how Scorpion did it as far as what other type of law firms should they think about? Because as they do serve them, it is super competitive space.
Corey Quinn 39:01
Sure. So I can attest, it’s super competitive, especially for personal injury attorneys. One of the reasons why is because Personal Injury Attorney budgets are higher because the value per their client is higher, right? So they’re able to spend more to acquire. So those are attractive candidates for agencies. However, they’re not the only type of practice area in legal that has relatively more budget. I would say other practice areas or family law, criminal defense, potentially bankruptcy, immigration. These are all definitely viable. We targeted them at Scorpion. I would say however, there is a way to like in addition to just niching all the way down to let’s say personal injury attorneys who only focus on trucking accidents with class action lawsuits like that’s all we do, which is a very narrow market, by the way. There’s another way you can do it, which is clarifying what your point of view is. And a point of view is really gets down to the why, like, why are you doing what you’re doing? I’m not sure if I mentioned that on this, but Simon Sinek, you mentioned. So I’ll give you an example of a law firm, someone I recently interviewed on my podcast, it’s no most marketing, it’s a husband and wife, team. He’s the attorney, she’s the marketer, and the market that they’re going after, are the attorney, the smaller attorneys, who are underserved by agencies, they’re the ones that don’t get access to the sophisticated marketing strategies that the big agencies do. They care about the local little guy, the one-stop solo practice guy who really makes a big impact in their community. That’s who they’re for. Right? That’s why, they want to support that guy. And so if I’m a solo practitioner, I’m looking at these bigger players. I’m also looking at this know most marketing, well, it’s like, wow, like, they’re kind of built for me. Like, I prefer to work with these guys, because they get me right. They’re fighting for my causes. Right? So that goes back to understanding what is your point of view? What is your why, and being able to articulate that in the market as a way to differentiate.
Jeremy Weisz 41:23
One of the questions Corey that someone asked me that was more on the agency level, but we talked about, there’s an HR tech company, but someone asked me the almost exact same question, which is, let’s say they’re stuck, stuck out a couple million dollars. They’re an agency. What do I do?
Corey Quinn 41:43
Sure. Well, there’s a lot of different things you could do. With this limited information, I can share with you what I’ve done with a client that was in a similar spot. So HR tech in the sort of the learning and development space, he had the CEO and had been in business for about five years had an amazing product that was far superior that I learned doing the research, I learned that it was a far superior product, differentiated product, than any of their competitors. And they were stuck at $3 million. The challenge was, is that they were serving 29 different verticals, at this little $3 million companies with nine different verticals. And they were trying to compete against these massive HR tech companies that have billion-dollar budgets. And so they’re sorted in the peanut butter strategy, which is like kind of spreading everything, super thin. And so as a result of the work that we did, we identified a single market that they need to focus on going through the process I mentioned, and that was chain restaurants. Those are the ones that had the best clients best results, great testimonials, so on so forth. And as a result of that, they completely narrowed their focus, put it all 80% of the business, I’d say 70% of the business on restaurants, they began to go to restaurant conferences, speaking at the conferences themselves, in fact, they’re at a conference right now talking about that, talking about HR, they started doing a podcast or so on and so forth, and really, ultimately helped align the business from a marketing perspective, a sales perspective, a product perspective, which has made a massive impact in their ability to gain traction in the single vertical.
Jeremy Weisz 43:28
I have 72 questions I need to get in like four minutes. So no, but so many questions here. But I did want to find out and you can actually answer this briefly. But from 20 million going to 150 million? What were some of the key things that had to change at those at which, I guess revenue levels.
Corey Quinn 43:55
My goodness. So, so much we had to mature like as people as a company like you can imagine 100 people you know everyone’s name. 1,000 people.
Jeremy Weisz 44:04
100 people, I don’t even think I’d know everyone.
Corey Quinn 44:08
But definitely use a lot more infrastructure or like you have to be a lot different business at the 1,000-person. So I’ll answer it maybe from a sales and marketing perspective, which is I can speak more directly to. And so when I arrived, it was mostly it was a small sales team, relatively speaking. And they were pretty much just fielding inbounds right, they didn’t have to pick up the phone it was like oh, the phone ring and they do a one-call close and then ring them like they hit the gong right and they have the gong in the sales office. It was really fun environment. The challenge was is that they were unable to grow as fast as the CEO, the ambitious CEO wanted to grow. He’s just an ambitious guy really, wants to help people and so that was one of the reasons why I came in. So we formalize the inbound process, which means that we made sure that we were maximizing number of inbounds. But more importantly than that, I’d say is bringing in an outbound strategy. So as we know, only three to 5% of any target market is I’m trying to give its three or 5%. Let’s call it 5%. But 5% of any target market is coming inbound per quarter. And so if you want to grow aggressively, you can’t just rely on that. Whatever percentage of that 5%, who’s doing the shopping to call you or to reach out to you, you need to do outbound. And that was by introducing this outbound discipline we talked about in the episode, Jaime that it really helped us to quickly grow the business. Once we had established that then it was about finding the next vertical taking the best practices from our legal vertical applying it to the next one, and then the next one. So it was that kind of motion.
Jeremy Weisz 45:54
I know we have one minute left. So I have one last question Corey. But everyone can check out coreyquinn.com to learn more. Last question is just mentors, mentors in your journey. Mentors in this agency space. It could be distant mentors too like books that you like, but who are some of the mentors that you’ve had?
Corey Quinn 46:21
Well, I’m currently in Ben Hardy, Dr. Ben Hardy’s mastermind program. He’s the author of 10x Is Easier Than 2x, co-authored with Dan Sullivan, Who Not How and Personalities Isn’t Permanent and so I think all of his contacts, great. He’s all over YouTube. I’ve also worked with Jonathan Stark, who is more of a consultant to soloists, I’m actually not going to be a soloist. And I’m not going to be a one-person company. I have a lot of people around me so but I was working with him to really kind of get my consulting off the ground. There are people in the agency consulting space, I’m getting to know people like Drew McMillan from AMI agency manager.
Jeremy Weisz 47:07
I’ve had Drew on the podcast. Yep. Agency Management Institute. Yes.
Corey Quinn 47:10
Yeah, thank you. And then Carl Smith over at the Bureau of Digital it’s really high-quality group of agency owners who are all in there together working through their growth challenges and supporting each other. So those are just some of the great resources that I’ve been tapping into.
Jeremy Weisz 47:29
Cool. I love it. I don’t know if you know Jason Swenk but he’s another one.
Corey Quinn 47:33
Yeah. Jason Swenk. I was on his podcast not too long ago.
Jeremy Weisz 47:37
There you go. Corey only the first one to thank you. Everyone. Check out more episodes the podcast check out coreyquinn.com. And thanks, Corey. Thanks, everyone.
Corey Quinn 47:47
Thank you Jeremy. Appreciate the opportunity.
