Jeremy Weisz 15:08
There was one example, Dan, now I can’t remember because I think I binge-watched a bunch of your past videos somewhere, and one of them you were saying, I forgot how many partners you actually talked to. And then you realized there was a segment of those that were really good, you know what I’m talking about?
Dan Gramann 15:25
Yeah, I think that might have been one of the webinars we did inside of our EO community. And we had a lot of friends on there that were looking to also build their own partnership engines. And so the story I shared is, when we initially made the commitment to invest into a strategic partnership team, the reason why we wanted to do it was, there’s a difference of getting an online lead versus referral lead. We all know that, and we believe in that. But when you pick a referral partner and you really hone in on who is the targeted, ideal referral partner, where they know we know and their clients know there’s this win-win-win that is so important to identify and figure out, because once it becomes clear in day, you can really focus in on that niche or that target, because those conversations go faster where they just get like their service or their product that they deliver to their clients is far more propped up and even more successful.
For us, if Cultivate is also boosting that client, they’re moving faster with revenue, profit and people as well. So identifying that win-win-win. But I think what you’re referring to is how many is in that first year. I think I shared that we kissed 1200 frogs. It was us learning too, like who’s a good fit? Who actually wants to talk to us? Who do we want to talk to? Is their client community a good fit? And that allowed us to narrow down to two core focuses that we know that the partnerships truly it makes so much sense for them, their clients and us as a trio.
Jeremy Weisz 17:03
If someone’s listening, obviously Dan, who is a good partner, who is a good partner for you, maybe, maybe should contact you if that you’ve discovered are good fit on both ends.
Dan Gramann 17:14
Yeah, I mean, I’ll share our top two. So one would be private wealth, wealth advisors that they have, you know, a portfolio of clients that are entrepreneurs. You know, for them, they’re supposed to guide these clients towards success, and they’re managing their assets and getting their wealth set up for retirement and all that stuff. 80% of most entrepreneurs, wealth is wrapped up in the business, right? What most people don’t know is that 70 to 80% of business owners, when they list their business on the market, 70 to 80% don’t sell. It’s a terrible stat, and I will share with you my father, my father in law, both had nonexit events with two successful businesses, right? And so that stat is very real. And so the goal for.
Jeremy Weisz 18:09
I mean, there’s, like, I know in the community, there’s been a restaurant, they’ve been there for 30 years. You think someone will buy it, right, and take it over and they just shut it down. To me, it still baffles me.
Dan Gramann 18:21
Yeah, there’s many instances and reasons why this happens, but I think we build our business out of passion, or, like, the love for the trade or skill or what it is that we can offer, and then we forget to look and get into the future and go like, things happen in life, things happen, and at one point you might be forced into the corner to make a dramatic decision on the business. And those are common reasons where they move to what they actually want to list. I list — I want to get. I want to sell the business. Like something’s going on in life. Marriage is hard and distress and like it almost feels like I got to sell the business to keep you know my spouse, or I can name many millions of reasons why, but this is things that people go, Oh, that would never happen to me.
I’m going to be doing this forever. Or when I get to the point of sale, this will be easy. It’s doing ten million today. Anybody’s going to buy it? Not the reality. The other thing, I’m hearing it more and more on podcast and everything. And I’ve been saying it for a while. Baby boomers are coming up to a place where they’re going, I have to sell. They’re getting tired, or they’re just going, I want to sell. I’m at that point in my life, and so no different than the housing market, when a ton of inventory all hits the market at the same time, guess what happens? Right? The buyer is in control, and there are a lot of houses that sit on the market for far too long, and sometimes don’t sell, and they have to almost do a fire sale on it. And 50% of United States businesses are owned by baby boomers, so it’s gonna be a lot of businesses up for sale in the next 10 years.
Jeremy Weisz 20:10
So Private Wealth Advisors, one well, what’s the other one?
Dan Gramann 20:15
M&A professionals, business brokers. For them, if you’ve ever been contacted by a business broker or an M&A professional, they’re in it to support you on hopefully helping you do an exit on the business. Majority of the time, for their conversations, they get on the phone with entrepreneurs, and they’re part of that stat of majority businesses not ready to actually go to market. Your business is not ready. You don’t have enough EBITDA. There’s so many reasons why. Unfortunately, traditionally, what it’s been is they put them into an email campaign, and that’s the nurture, or they call them once a year. How’s it going now? And that relationship is pretty cold. So many of them, what they’re doing now is they’re going like, I actually want to take care of these people.
I just don’t have the time to advise them on their business while I’m taking care of my clients that I’m preparing for exit. So they’re actually bringing us on their team and then offering our free resources to all those nurture prospects, to take care of them, and then if they become a client with Cultivate or either of our brands, we can actually keep them in touch with that rep or that m a professional, so that we can go, Hey, we’re at this EBITDA now we have gotten to this place. I think it might be time to just get ahead of the conversation. So if it is time to go to market, we can make this entrepreneur super successful. And so that would be another awesome core area where we just find a ton of win-win-win opportunity there.
Jeremy Weisz 21:50
Dan, talk about define M&A for a second. What does that include? Like, when you say it, for some reason, my mind goes to private equity. And then I want to talk about some of the niches so someone’s out there. Like, what niches are they in? I know you have a number of niches. But what type of professionals are under kind of the M&A category for you?
Dan Gramann 22:07
I mean, there’s so many different categories to go down and exactly where people specialize, but there’s commonly, a lot of M&A firms out there that will specialize on the sell side of things, right? Like they work with business owners directly to help them do the sale right. And they will also line up a large network and have those relationships different, like brokers, type they’ll know all the private equity firms. They’ll know all the family offices. They’ll have the relationships, and they’ll be able to truly market the company when they take it to market. I mean, they are the realtor. They’re not selling a house. They’re a professional. They know how to crush it in selling a business, and they’ve got the relationships to identify the best buyers for the seller.
And there’s M&A professionals that work on both sides, buy side, sell side, where they’re actually trying to find acquisitions for clients looking to accelerate, like I watched one of your podcasts. I think it’s a training marketing. And he started to grow through acquisitions. And so he might want to use M&A professional that really works on the buy side, where it’s like, keep an eye out. Here’s what I’m looking for as I grow through acquisition. So I’m not here to speak on their behalf. They could probably share way more than me, the M&A professionals, but it’s important to date two or three and really understand the benefits of all the different styles out there and where they’re actually going to help you acquire what you’re trying to do.
Jeremy Weisz 23:35
Yeah, and we’ll go back to, thanks for that with sales mark. We’ll go back to recruiting and leadership. But I do want to stick on the niche thing for a second. I love to hear the evolution. When you started Cultivate Advisors, talk about the evolution of the niches. I know if you started with one and kind of grew from there. How did that work? And right now I’m looking at the site. Obviously it was retail, tourism, real estate, human resources, education, high tech, manufacturing, construction is a lot of health care. Where’d it start?
Dan Gramann 24:08
Oh, I guess. Why don’t I just share my backstory? Go ahead and actually how it got to this place of being industry agnostic? Because what I’d say is we have a lot of confidence that we can really support any business owner fundamentally, if there really are hungry for growth, because what we do is the fundamentals of a scalable business model. But my background you shared. When I was in my parent’s business in the beginning, I was employee number one, but when I went off to college, what was your parent’s business? It was basically like a tech progressive image and consulting, which is no longer open today, was a courtroom consulting, and digital documentation for law firms, right? So back in the day, lawyers would take boxes of papers and carry.
Them into the jury, to show the jury Exhibit A, Exhibit B, right? And then he eventually, it’s like, we got this stuff called technology today with screens, and so what they were kind of in the front end of that, whereas taking paper documents, scanning them through, making them digital, and then that way you could pull them up on in monitors in front of the jury. And that was the beginning different industry today, considering most of us live in the cloud and digitally anyways, so paper documents are kind of a dead thing to be scanning, but it’s still out there. And I’ve got friends in EO that actually own some of those firms.
Jeremy Weisz 25:36
Yeah, I mean, there’s, there’s a lot of industries that shot off from there. I knew there were very successful ones, like in the searchability, like, now they’re online, and they did like the searchability of the online stuff. So as I know, there’s a bunch of offshoot companies that are very successful from that.
Dan Gramann 25:53
Yeah, it moved into, like, how to manage cloud space for law firms. It moved into data mining. So like how to, like, dive into hard drives, where they wipe the hard drive, but they’re going to open it back up and get documents that were wiped out, but they’re actually in there still. There’s all sorts of stuff, but we don’t need to get into that today. But anyways, after that, I went off to college. I was paying my way through college. I had those couple experiences where my landlord would call me and say, you are overdue on rent, and I’m going to be kicking you out of here. Kicking you out of here. And I know some good lessons while I had, like, multiple jobs while going to college full time, but I own my first business. I acquired a painting franchise near my college campus, and that’s also where I met my co-founder today, and that went so well. I made more money doing that in the summertime, owning that painting business than I was going to make after college, and I was going to be a school teacher, right?
And then I’m switching my major to business marketing. Graduated a couple years later than expected because of that, but my parents didn’t take on that burden. I was paying that whole thing. And after that, the franchisor, called me and the other co-founder today of Cultivate, and basically said, you guys did so great in your franchise. We would actually love to bring you to the main office on the franchisor side and launch franchises with us, train them, consult them, scale them, and then after that, then a large restoration franchisor out of Florida called me. So then I was traveling North America, launching those franchises from zero revenue up and consulting them. And what I realized going from one industry to another one, one was putting wet stuff on a wall, another one was extracting sewage out of a basement and cleaning smoke items and handling insurance, and I knew nothing, and I felt so uncomfortable at first, like I don’t even know what I’m talking about.
All of a sudden, realizing what my role was, was not mastering the industry. What I had, and what I knew a lot of us have had, is like with the experience of launching so many businesses before moving into this new industry, was, how do you scale a business? How do you build a scalable model for selling, marketing, recruiting the right people, leadership, running the financials, all these things that if you do that really, really well as a owner of a business, and then we implement that into the people, you’re going to crush it. And so I called Casey, the co-founder. I said, I’m telling you, I didn’t know what to expect moving into this, but I’m just realizing, like, this is something great and can be done for any business owner, and I’m pretty confident any industry needs what this is. So we tested out our first few clients and industry-wise, because we started this conversation, what industries are niches? We tried everything. At first I had lots of confidence to go to home service businesses.
That was really easy, based on our history, to get our first few clients. And then I somehow got an immigration attorney firm, and then I got another immigration attorney firm. And now I was going, okay, now I’m entering territory I’ve never been in before, and it worked really, really well there. And so all that did was build the confidence that the methodology of truly, we’re not going to tell somebody what to do in their industry. We’re not going to be an industry guru. We know how to scale businesses. So that’s why you see so many core industries on there, and what we do is, because we track so many numbers with our clients, we can pull up by industry on the back end and actually see which ones have the fastest pace of growth for revenue profit.
So while all of them typically move up on an average, we know which ones absolutely crush it, which ones are a little bit slower pace, but it’s actually kind of common with their industry, after research and so, yeah, I recommend people kind of click in deeper, in there, into the different industries. There’s a lot of stories of what we’ve done.
Jeremy Weisz 29:55
Talk about the growing the advisors piece, because obviously you created a specific methodology. And these advisors, come on, they’re all sounds like successful business owners who sold their business, but everyone kind of takes their own path when you bring and I’ll pull up the advisory page in a second when you bring someone on, how do you train them so there’s a structure, right? Because I’m sure people came in, they sold their business, and they may not have the same really defined structure that you figured out through Cultivate Advisors.
Dan Gramann 30:32
I think the beauty of what we built is that when you take the methodology and the structure of how to onboard a client, the structure of how to handle the meetings with the client, how to continue to make sure that we’re measuring the right ways they get fully trained up. It’s pretty intense training with our advisors to make sure that they’re equipped. And there’s a lot of shadow and they do with our seasoned advisors to make sure that they’re good, and we’ve measured net promoter score with our clients like crazy, just to make sure that we’re making sure that we’re measuring how well they’re doing with the clients, which I do believe is what attributed to our 450 plus five star Google reviews.
It’s allowing them to be the person and the entrepreneur they are. So there are things and there’s personality, and there’s their own wisdom that comes out a lot in the meetings. So they get to be who they are as an entrepreneur that grows a business. But when you apply the structure around like, kind of the skeleton structure around them, they just feel it just builds a lot more confidence around like, if I follow this process too, while I be myself as an entrepreneur, I can really crush it into the future with these clients.
Jeremy Weisz 31:48
Can you talk about, I don’t know who would be a good story of one of the advisors, because I’m sure they all have a lot of interesting backgrounds, and what sticks? What’s one that sticks out of they sold this type of business, and then how they made it to you?
Dan Gramann 32:02
Sure, if\ you stay on this page here. So, like, Yani had a very high-end restaurant on the East Coast that he sold before he moved to Colorado with his family. And so he’s awesome, like, just an amazing guy. And so he doesn’t only advise people that own restaurants. He owns all sorts of, he’s just a fantastic advisor. And again, it’s not about industry advisors. It’s about advisors. We know that crush it as entrepreneurs and growing in the space here, and then if you back out again. So now you got a restaurant owner on one side, the right side there, Hayden. That’s the co-founder of Liquid IV, right? So you know, very different stories, right?
And we did that by for a very specific reason, like we wanted a very wide array of talent, skill, the right personality. I think when we interview advisors to be about our team, it’s about, do they have that right entrepreneurial drive? Do they have the history. Do they match our core values? And if we all come together, we’re on the same path, vision and mission. It’s really easy to move forward into the future. And I know our page is actually outdated. As far as the advisors, we actually have to get some faces on here still, but yeah, so, but that’s a couple examples for you.
Jeremy Weisz 33:21
Love it. I want to go back for a second, Dan, so we talked about leadership or marketing and sales. Let’s talk about leadership for a second, and maybe a big mistake or two that you’ve seen from this perspective.
Dan Gramann 33:38
Leadership? Yeah. I mean, I will actually start back at recruiting first. Okay, let’s do that. So one would be recruiting the right people. And how do you do that? And then I think there’s a lot to dig into the leadership side, and people read about it all the time. It’s in so many different books, and it’s like, but how do you go implement that is a different story. So recruiting, I could talk about that for days, because I feel like whenever we get into business, we show them that recruiting talent should be as high of a priority as getting more revenue in the company. And if you do that right, it’s actually going to reflect on the growth and scale of revenue. And when you hire people, if it’s not a hell yeah, it’s a no, right.
Don’t ever have three candidates and you’re like, well, this one’s better than the other two. Does that mean that they’re actually the right one? Do they actually fit the role and the responsibility and the attributes? Do they meet these deal breakers that this person must have these things, and if they don’t have these top deal breakers, it is a no, right? And so it’s identifying who that is and what they have, as far as capabilities, skills, whatever it may be, mostly soft skills, right? Because, because you can train your industry. All that stuff with talent, but really getting that clearly laid out no different than, like, building a marketing campaign and going like, who’s my ICP? How are we going to find my ICP, building a marketing plan on the recruiting side.
What is our sales process? It’s a recruiting process. How many interviews do we do? What do we do at each point of the interview, realizing that also the best talent out there, you’re not just qualifying people, you are also selling the best talent, because they have great options out there. If they’re the best people, they have other options that they can go take jobs. So it is a mix of qualifying and selling to the recruiting process to get them bought in and actually start the journey from back in the recruiting process. So then when you do that on the leadership side, when you move into that, it’s like, how clear do you have the onboarding process? And how clear are we getting our team aligned on vision mission? I know we all hear about this. Reread this stuff all the time, but putting it into action is a very different thing, right? And so getting a plan laid out on how we’re going to do that, I think there’s usually a lack of alignment around the structure of who does what on the leadership side.
And I think there’s a lack of expectations from leadership down, of truly what it means to what is your role? What are you supposed to do in your role? What are the goals, KPIs, and what are the expectations, and what happens if we don’t hit those? And talking about that stuff up front, and then having your cadence of the right leadership systems and meetings on going to keep track and support them and train them and coach them and serve them. Don’t just hold them accountable like you didn’t do this. It’s like, okay, we can’t just talk about goals hit or miss. It’s also going to be about, what do they need? How can we serve them, coach them, advise them to be better in their role so they can hit their goals too? It’s not all on them. So there’s obviously an art to that whole leadership process and system and so anyways, that’s like a very macro view. I’d say one of our other brands that we acquired, Petra coaches, the best of the best when it comes to executive and leadership coaching. I mean, they absolutely crush it.
Jeremy Weisz 37:26
We’re going to talk about some of the brands, Dan in a second. But I do want to talk about — you were mentioning the onboarding process. I want to talk about the Cultivate Advisors process a little bit and how it works so people are interested in kind of learning more about their own business. And moving it forward, I’m pulling up here because there’s a lot that’s baked into your process that’s helpful for people to go through. And we’re at exit.cultivateadvisors.com/submission and talk about what we’re looking at here.
Dan Gramann 37:59
Yeah. And I just dropped it here in the chat, in case you want to bring that up instead. So this is the cert. This is a 15-minute online business health and value assessment, right? So anytime. So first of all, our clients take this every single year as we measure enterprise value and health scores within the business to continue to build the right road map areas of the business of what are we going to work on to continue this scale? So when they fill this out, they get this PDF that I dropped in the chat, and it’s a 24-page report, and that basically talks about, if you’re looking to sell, it will educate on exit readiness, whether looking to sell or not, but then actually gets into the health of the business and the 24 health drivers that apply to any business for it to be a scalable business and a sellable business if you’re looking to sell at some point.
So those 24 core health drivers, ironically, not ironically, apply to our methodology of financials, sales, marketing, recruiting, leadership and productivity. So four simple questions, and then that health score flops down to the bottom, where we took 77,000 actual businesses that exit. We took the data and organize it by industry, so that on page 20, you can actually learn about what are the common multiples in your industry, high and low based on revenue or profit. So you can actually start to just understand that whether I’m looking to sell in the future or not understanding and starting to measure the enterprise value of your business is really important. So you can make decisions on how do you scale that? And where’s my health today? And how do I get it over 85-100%?
100% is a perfect score over 85% so that my business is not only experiencing much greater scale, it’s also more enjoyable to have a healthy business as an owner. So. And then at the end of the day, if you ever do sell, when a buyer opens the hood, they go, what a freaking fantastic business. I like this one over all the other ones I’m looking at right now. So that is the process. That would step one, a 15-minute assessment. They then have an assessment review with our strategist. That’s an hour-long call to really review this assessment, make sure we really understand, like really what are your goals? How does this impact the future of your goals? After the strategist leaves that meeting, they identify which advisor and the team they think is a really good fit based on their top skill sets and their advising style to then move into the next meeting. All this is complimentary. This allows us to meet a lot of entrepreneurs, figure out which ones we think are a really good fit, and they think we’re a good fit for them, say, assessment strategist meeting to do their assessment review, and then they meet the advisor and do a 90-minute road map meeting.
That’s where they take all this learning so far and their goals for the future, what their desires are to then break down and build a strategy road map for the next one, three, five years to go. This is they’re basically saying, if I was in, if I was you, this is where I really highly focus on initiatives and road map for the next 12 months, next two years like this is where it should start. And if they leave that meeting, they go, wow, I love this advisor. God, if I got this twice a month, two hours at a time, and had them as a partner in my business, I’m going to go so much fast. And I think, I believe, I’ll hit it. They can then talk about moving into subscription.
Jeremy Weisz 41:39
Got it. Thanks for that. I want to do — I do want to hit on a little bit of some of the Cultivate brands, and because you’ve made acquisitions over the years as a company, and maybe start with the bookkeeping and how that integrates and how that works. How’d that come about?
Dan Gramann 41:58
Yeah, that. That’s a fun one. Lee is the CEO of Breakwater, still today, even after the acquisition, she’s the president of that organization, and she was a client of ours, right? So we took her business and we tripled it in two years. And over that time, not only were we experiencing the growth together for her, what we were doing to advise her. We loved Lee. We loved her team. We also found ourselves naturally going like we actually trust her service so well, if she does such a great job. We had so many clients that needed their books cleaned up or outsourcing so that they got off of all the mundane work on a month-to-month basis.
AR, AP, all that stuff that we were referring our clients to her, she was starting to refer clients to us, and it was such a natural like we’re in the same space. We’re crushing it in the growth so far. And we loved the culture fit. And so eventually we had a discussion around acquiring breakwater, and we saw the future together, and we made it happen. And so Leah is still a big part of today, and they’re, they’re absolutely crushing it. So the story continued from the three times in it, or over those two years. And it’s been three and a half years now, I want to say, yeah.
Jeremy Weisz 43:16
I’m curious from the acquisition you have to share specific numbers, but how do you tend to structure it? Do you go out and get money from the bank, or you put it? How do you structure a deal within it, from an acquisition?
Dan Gramann 43:29
I can’t get give specifics on the podcast here today, what I’d say is we spent a lot of time with private equity professionals to make sure that we are fair in the process of, like, what are the options typically, what would make sense that’s fair to the buyer and to the seller? And so we went through all those options to identify what’s going to make sense for Cultivate and for breakwater to make that decision before we moved forward on it.
Jeremy Weisz 43:57
Yeah, I don’t need exact numbers. I’m just curious, if you go out and you get the person roll some equity into it and shares in it, not, not like specific percentages, but…
Dan Gramann 44:11
Yeah, we definitely rolled a piece of the Cultivate brands equity into the deal so that, Lee could join in the mothership and all that stuff and then just like, the five-year term of, like, all that stuff, how that works out. And what I’d say is not specific, talking about hers, depending on the size of business, that really makes a difference of how the deals have to be structured too. A $1-4 million business is going to be structured very differently from a five to ten million business versus a 10 to 30. And so things get different on how money has to be upfront, over the different pace of revenue and profit. So again, I don’t know if you had an M&A professional on here or a broker, but they. Speak a lot more to like the terms on those.
Jeremy Weisz 45:04
And then what about Petra Coach?
Dan Gramann 45:06
Petra Coach, that’s an interesting one. We’ve always kept our ear to the ground as far as this understanding, is there any other advising firms that are doing the tailored advising like we do, and growing and scaling at the pace we are. And so what was happening was we were hearing about somebody kept mentioning Petra to Casey, our CEO, the other co-founder, and I think Petra heard about us. And so it happened a couple times. He ventures like, let’s just have a call. And then we found out that the CEO was at a place in his life where he was kind of going like, I’m looking to find the right buyer. Legacy was really important to him. He’s built such an incredible brand. The values and mission and vision of Petra is just, it’s really top-notch. And so for him, he wasn’t just going like, let me just find a private equity firm that’s looking to spend the biggest dollar, it was going, money is important, but I want to make sure, like, this is a strategic buyer.
This is, like, there’s legacy and really like making sure the brand lives on. So for Petra Coach, if you think about Cultivate Advisors, typically working with businesses between one and 15 million in revenue, where the owner is owning a lot of the functions and hats in the company. And then as they graduate into larger revenues, Petra is usually like 10 to a billion dollars, where they are delegating and they have a leadership team, like an executive team that’s running more of the function of the company. And so while the CEO now on the petro level is getting a strategic coach, they also get an accountability coach in there as well. So there’s a handhold of really setting up these operating systems on a leadership side, and getting the whole leadership process, meetings and systems in place.
And it’s a high touch business where every month, they’re getting attention, and then quarterly on sites for alignment, on the team. So as our businesses graduate to much bigger businesses, and they’re going like, I want you to work with my team and just make sure they are so freaking aligned and we’re all rowing in the right direction, and just make sure that strategy and accountability and performance culture is moving in the right direction. Petra is hands down the top-notch.
Jeremy Weisz 47:26
Let’s talk the future for a second. Dan, I know on the tech side, I know we’re right about John, I want to make you late for your next appointment. I don’t know if you have time. Just talk about the future on the tech side?
Dan Gramann 47:41
Yeah, I’ll give you the long story short here. So we got to a place where we wanted to get out of all the technology pieces that we’re kind of piecemealing together. Of when we were advising clients, like, what, what were we using? Where did Google Drive, and what documents and how do, we wanted to make sure we built a SaaS product that really was built out of the brains of the methodology, but also what our advisors were asking for and going like, I could crush it if I had like this system to advise and be aligned and have transparency both ways, between me and the entrepreneur as we grow their business together. And so we built a SaaS product, and I won’t be able to get into the details today. We launched it this year, and we have that, and then we have all of our methodology, all of our tool kits. So there’s a lot of stuff that I could get into. We’ve had so many coaching firms that kind of, they live and breathe kind of the same vision and mission as us.
They’re trying to have the same impact and be a tailored advisor out there. And their firm is typically between two and 10 advisors at this point, and they’ve been reaching out to us asking, like, how did you guys get to this place that you’re at? Because we’re approaching 150 employees at this time, and they’re going, how, like, can you just kind of talk? Are you open to talking about it? And we’ve always had open discussions. Eventually got to the point where one really wanted to partner with us, and we were like, we actually want to partner with them. So we’ve now moved to a world where I won’t give it away, because this is new.
In 2025 we had three that have partnered with us so far. As we launch it, at the end of this year, we’re going to be selecting 20 coaching firms next year that we believe in and they believe in our methodology, and we’re both trying to achieve the thing, same thing, and they want to scale faster at the pace that we’ve been scaling, we’re going to be housing all of our methodology and technology into that and partnering with them so we can row together and to have the same impact together. Some of those are very niche, some of them are going like, we only advise and grow restoration businesses, or we only do this for female-based entrepreneurs.
And so it’s really cool, like this big open market right now of coaching firms because there’s so many entrepreneurs that want to scale or prepare for sale. So anyways, it’s a bit of a teaser that it’s already in motion, and next year we’re moving into it with a lot more folks that we’re identifying of who we want to partner with on the coaching side.
Jeremy Weisz 50:18
From a SaaS model. I’m curious and probably still work in progress, but you tend to charge, will you charge like a license fee for each person on it? Or were you, yeah, yep, yeah, that’s cool. Dan, I just want to be the first one to thank you. I feel like we can talk for another couple hours, but everyone should check out cultivateadvisors.com to learn more and check out more episodes of the podcast and Dan, thanks so much, and we’ll see everyone next time.
Dan Gramann 50:48
Awesome. Thanks. Jeremy, take care.
