Jeremy Weisz 13:38
So would this kind of be in the analysis portion, or no like, so like the awareness you’re making kind of these really cool videos about the company. Maybe there’s drone videos, and people are kind of becoming aware. And then you dig in each of the products you’re creating videos for.
Lance Johnson 13:55
Yep. So those ones are much more around that analysis. Is it the right product? Does it meet what my needs are? You know, what is the feature set at the consideration stage, we layer in a lot of the case studies as well as testimonials, and so we film the product in action. But then we also are talking to their clients and getting some really great sound bites from them talking about what they love, about working with that company. And so the thing that you want to know as well is that in that buyer’s journey, there’s an overlap there. So those videos that we could be using as consideration based video purpose can also be repurposed in different nurturing sequences that we’d be sprinkling out to people to continue to engage them even after the analysis stage or while they’re in the analysis stage.
And so yeah, so we created a series of videos for every one of their products, a series of videos that we’re going to create awareness, a bunch of testimonial case study, authority, kind of, we know what we’re doing, type pieces. And also within their industry, there’s a lot of failure to actually provide the level of service that their customers really need or demand.
Jeremy Weisz 15:19
Like, if something needs a repair, or something like that.
Lance Johnson 15:22
Exactly, a product goes down right, needs a repair? Well, that’s going to shut down the whole job site when you’re talking about the cream, because that’s, that’s an integral piece of it. And so that is such a major, major obstacle for a lot of companies to overcome, if they’ve built a reputation around that.
Jeremy Weisz 15:41
So would that be like a conversion video? Like, now they’re at the stage. They know you exist. They’re like, okay, all these people are successful with it, but there’s this lingering thing in their head, because they know the biggest issues people have. Well, what if we get it and then it breaks down, or this, they responsive, that kind of thing.
Lance Johnson 15:59
100% and so we talk a lot about that to overcome those potential objections. And then something that we do too, which is a free piece of advice for anybody who’s listening out there, is that not every testimonial is created equal. And so what I like to do is supercharge those testimonials so they’re actually handling at least one or two objections proactively before the person who’s watching it maybe even have thought of the objection or has had a chance to kind of vocalize it or internalize it. And so using that as an example, the service part of it, we know that that’s a critical, critical piece to it. And so when we’re getting a testimonial from somebody, and we’re filming them talk about what they loved about Bigfoot Crane company, and you know, a testimony that says something like, Bigfoot, these guys were just unbelievable.
They showed up on time, they delivered the product. They did everything right. Love the safety approach that they have. Would totally recommend them. That sounds like a great testimonial. But if we’re going to supercharge that, we’re also going to get them to say, and you know what really distance them from the rest of the companies that we’ve used in the past is the level of service that these guys had. Not only did they make sure that they had enough service technicians available to jump out there on the site, but they actually inventory the spare parts, unlike anybody else in the market does. And so our job site, we have an issue. It might be down for a couple hours, not a couple of weeks. That’s the difference between Bigfoot and the rest of the companies, and that’s why we choose them over everybody else. That is supercharged, and you capture that on camera, where somebody is authentically telling this story of how they’ve overcome those challenges for them that is super, supercharged.
Jeremy Weisz 17:42
Yeah, no, I love. Thanks for walking through that kind of awareness, analysis, conversion, I feel like it needs another a so it’s like your triple-A system. I don’t know what conversion would be, not that you want to compete with, actually, triple-A, but no, I really love how you share the buyer’s journey, and I want to hear about the evolution of your services a little bit, right? Because, like, it starts off, obviously you’re doing strategic consultant. Then I know you meet or one of your friends over. I don’t — it was a beer that was like a rock star, like graphic designer, and you got into the kind of the explainer videos, but you found that they were doing anything with them. So, we could talk about the crane example, what from the traffic side, right? You’re putting it out, right? You’re integrating it into their email and social. But I think you do paid traffic too.
Lance Johnson 18:39
Oh yeah, yeah. No. And this is the thing that a lot of agencies will focus more on the awareness stage, which is all those items, right? So social media, so the non-paid one, social media, PR, maybe, doing podcasts like this, right? Those would be in the earned media, unpaid kind of category, and then there’s obviously a big bucket on the paid side of things. And so we do performance paid advertising as well as direct outreach to. Those tend to be the main buckets in an SEO, of course, as well.
Jeremy Weisz 19:14
And for the paid, are there certain channels that you like to specialize in?
Lance Johnson 19:18
Well, it really depends on what the company that we’re working with, what industry they’re in, where their audience is living, essentially, where do they spend their time? And so it’s all about trying to get the lowest cost per conversion that we possibly can. And so we are usually testing a few different audiences, what we find where we spend most of our time, for most of our clients, because we’re in that B2B space is we spent a lot of time in LinkedIn, Google and then also Meta, tends to generate a fair return as well. Still, for even the B2B businesses, even in industrial spaces, and we’re starting to see quite the leftover on TikTok now. Well, so those are the primary ones. But in terms of budget, where we spend, I would say the majority is still probably spent in Google because we do a lot on the nurturing side of things, and we find that that tends to be the lowest cost per acquisition there. And on the awareness stages, we spend a fair bit of effort and time and resources in LinkedIn and then Meta.
Jeremy Weisz 20:24
Let’s talk about LinkedIn for a second. Obviously, it’s a big I think it’s the best B2B platform out there. And if there’s another one out there that can compare, what are some of the mistakes people make when they’re marketing on LinkedIn?
Lance Johnson 20:36
So are you talking specifically on the paid side of things or just LinkedIn in general?
Jeremy Weisz 20:41
Yeah, paid. It could be paid, it could be in general, we could do both.
Lance Johnson 20:45
Sure. So on the paid side of things, where I think a lot of people are making the mistake, is that they continue to try to nurture there and nurturing. So on the paid side, LinkedIn is a little bit more of an expensive platform when it comes to per impression or per click and so on. And so what we like to do is leverage it to gain a foothold with the audience. Once we’ve got that awareness piece done, when we start to get them coming over to the website, we can start to pixel their browsers. We can then start to follow them around and position ads in front of them in cheaper platforms. And so what I always say and encourage people to do is use LinkedIn to really narrow into that buyer’s persona. Pay the premium that you have to there to get in front of, front of the right audience, and then nurture them elsewhere. On the non-paid side of things, I think the biggest mistake that people have is when they’re just not active enough within the platform. And so one of the things that
Jeremy Weisz 21:47
I don’t think Crane company posting less on LinkedIn social, but that’s just me, yeah.
Lance Johnson 21:53
Yeah. Well, and so this is the thing, even with that crane company. So their target audience is a little bit smaller than, say, a bookkeeper or an accounting service you know. They basically have the opportunity to work with any business out there, pretty much. But when it comes to the green company, they have a smaller target. But even with that smaller target, it’s about building the community and building the relationships right? And the problem that people have, and that doesn’t, it’s not one that is just isolated to LinkedIn. I mean, it’s right across the board when it comes to social is we as businesses, we tend to look at social media as a free place to place a billboard, essentially. And so we go out there and we throw up all of our posts, and we don’t get a lot of engagement off of it, and we wonder why, and it’s because they’re focused on the second word, which is media, as opposed to the first word, which is social. And so you have to be social within these social platforms.
LinkedIn is no different. And so the more that you engage with others, the more they’re going to engage with you, the quicker you’re going to start to build relationships, and then you’re going to start to get engagement. And the biggest mistake that people have is when they’re just pushing content out and not really participating with the community, is that they don’t get that reciprocation occurring. And then what happens is, even if they have a massive following, so say you have 10,000 people that are following you and your page on LinkedIn, which isn’t massive, but that’s very substantial for most businesses out there, that you’re only going to get about 1% of those people who are actually following you that are going to see any post when you have very low engagement.
Now, if you can get your engagement up, now, all of a sudden, you can unlock the potential of getting that in front of more and more people, because the algorithm, just like any other platform, favors the content that is getting engagement, because they have to have engaged audience, otherwise they don’t have a platform anymore, right? So, that’s the incentive, and so we have to play that game, and the way that we do that is we have to be more social. So that’s the biggest mistake, is that we just aren’t social in social media.
Jeremy Weisz 21:53
I love how you broke that down, because it seems so obvious when you say it, but I never thought about it like that. There’s a social and media, and people are just pushing out the media and not doing the social. It’s funny, because what people realize is, on LinkedIn, if someone, let’s say they tag me, right? What I typically do is I will like it, I will comment on it, and a lot of times, share it and boost it in front of over 17,000 people, and it’s funny, if I tag someone, maybe someone will like it. Maybe they won’t. But, like, listen to this, this post is all about you. I would think you would like it, comment and share it, right? Because it just benefits them. But I guess people are just conditioned just to maybe just observe more and not interact. So it is interesting.
Lance Johnson 24:04
Well, and I think it comes down to, for a lot of people, it’s just that, that time benefit equation, right? So they don’t get. That immediate benefit from all the work that goes into being social spending the time and energy to do that. And so unless you have a personality type that you really like to good point at, anyway, I think it’s really easy for people to go, you know what, this is a platform in which I’m a member of I look at occasionally, but I’m more of an observer than I am an active participant in terms of creating content and then having those conversations. And so they think it’s really easy to sit on the sideline, because we’re all very busy, right? I mean, we’re all business people. We all have our regular tasks, and so to be in there actually doing something, you have to be quite intentional about it.
Jeremy Weisz 25:46
I know over time you’ve grown, and I would love to hear about some of the key hires you put in place over time. And I’m going to pull up. I encourage anyone to check out. You guys have a great of course, let’s say video of the origin story here, but talk about the team and some of the key hires over time.
Lance Johnson 26:09
Yeah, yeah.
Jeremy Weisz 26:10
You don’t have to name people, but like positions wise, like who you had to put in place.
Lance Johnson 26:15
Yeah, for sure. So we grew quite rapidly through COVID, actually. And so that was really interesting times, because we were having a really hard time finding people that were going to be able to fill the positions that we needed here locally. And so because COVID, we’d moved to remote work environment, shut down the studio and the office space, it allowed me to then start to recruit outside of our geographical region. And so we have people now that work for us in, I think it’s seven different countries now. So we’ve got people scattered all over the place, and it’s been really, really cool, because the diversity that comes from having a global workforce and the way that people look at strategy and content and everything else that we’re doing, it’s really good, because otherwise you get caught in that echo chamber of what you know, and every region approaches things slightly different. And so it’s been really, really rewarding to have that now that’s on the people side of things.
When you talk about the position side of things as we were growing, and this is something you alluded to at the beginning of the intro, where that individual that you had on was talking about a lot of systems and so on. And that’s a common theme that I’ve discovered with all of the successful entrepreneurs that I talk to on my podcast is this, ones that seem to be the most successful have really figured out how to dial in the systems and the processes within their business. And as we were growing rapidly, the systems that were working for our business became broken very quickly under the stress of the growth. And so the reaction that I had at that point was, well, we needed to keep satisfying the needs of the clients. And so we just started throwing more people at it. And so we put another layer of middle management in place, and built out my senior management team a little bit more.
And what I was finding is that while our revenue was skyrocketing, our costs were skyrocketing as well. And so we weren’t any more profitable in terms of dollars at the end of the day than what we were when we were smaller. And it was because of a lot of inefficiencies. And so what I did then is I had to really focus on building a team that could really tackle the inefficiency side of it, and have a real focus on efficiencies. And so put a new position in place called the VP of Operations, in which that person is obviously analyzing all the different aspects of our operation, but with a heightened sense of performance efficiency at every one of the different aspects of our business.
And so that was a very key position that has very much paid dividends for us, as we now have refined our systems that were broken and also have really shifted the culture to one of performance as opposed to just output.
Jeremy Weisz 29:29
Lance is interesting, so I was on a call, and by the way, we’re looking at the amplomedia.com, and I love looking at people’s about pages, because it’s oftentimes the second most visited page on their website. And I love kind of the layout you have with the video, who you are, let’s grow. You still have a call to action there, which is awesome. And I love how you have the team on there, which is kind of, you could tell people’s personalities, of their business, and them how they have this set up. And you kind of have these cartoon characters, and when you click on them, each of people show up here, and, of course, what you do, and then somewhat people are saying, too. So I just want to point that out. But on the VP of operations side, I was just on a call with a group of agencies, and this was a hot topic for people. Either people were like, okay, I’m looking for a VP. I’m hiring a new VP. I’d love to hear what were you looking for and what the process look like to hire that person, because it is a key position.
Lance Johnson 30:30
Oh, such a key position, right? And I think that agencies, oftentimes the founders will take different approaches, and this is probably what you were getting in that conversation you were having with them is, I find that there’s kind of two different camps of agency owners. There’s ones that are very operationally proficient and really like to focus on the operational side of the business, and then there’s others that are much more on the creative side, who are really trying to advance the work that is being done, right? And then I guess there would be a third one that is more on the sales, business development relationship side, right? So those would be kind of the three hats that in the early days, every entrepreneur is kind of having to wear.
All three of them at the same time, usually we’ll start to recruit in the sales support sooner than the operational support. Is what I found in my experience, and that’s what I did as well. But you get to a place where you just can’t, you can’t manage it at all, that’s for sure. And so from an operational standpoint, even though, you know, I felt that I was pretty proficient in operations, I just couldn’t apply the same level of detail and time commitment to really making sure that everything was functioning properly. So what I was looking for when I was recruiting that position was somebody who understood the agency world. Because every industry has its own nuances, and the digital agency world is no different. And so having that understanding was really important. And then also having a very analytical mind. And I think the biggest challenge there was also having that personality match up to one that was encouraging and team building.
They really were focused on the soft side of management as well. Because when you come in as an operations standpoint, you oftentimes are pointing out all the things that people are doing wrong, and you can really discourage your workforce really quickly, and you can have a collapse in your culture and in a creative agency, you have to have tons of teamwork and camaraderie in order to really create excellent creative assets and creative results. And so the fastest way to ruin your product, essentially what we’re selling, which is creativity. The fast way to ruin that is to gut the culture and so that was a really key part that we had to focus on.
Jeremy Weisz 33:16
I find Lance hiring to be not so easy, and there’s a lot of factors involved. I’m curious if there’s anything you do in the hiring process, like questions, specific questions you ask, because it’s tough to in this process, find okay, someone’s organized and then has empathy, and all these things. Are there any certain test projects you have people do, or any questions you asked to just at least aid in the process?
Lance Johnson 33:44
That’s a really good question, and you’re really putting me on a spot here. What I would say is that definitely, like on the testing side, when we have jobs that we’re recruiting for that have very specific technical requirements, well then it’s really easy to run some sort of testing for that, right?
Jeremy Weisz 34:05
Like, can you run paid ads? Like, show us how to do it?
Lance Johnson 34:08
Exactly. Yeah, or, if you’re a designer, or whatever, right? So, that’s not so difficult. Where it’s a lot more difficult is the soft people skills part of it, right? Because if you’re a good interviewee, you know the right things to be saying,
Jeremy Weisz 34:22
Are you nice? Yes, I’m nice. Okay, check, yeah. What am I gonna say? I’m not nice.
Lance Johnson 34:27
And even the behavioral type questions that one would ask, like, give me some examples of how you demonstrated, x, y, z, how do you think about this and show me or demonstrate or talk to me about a situation that went sideways and so on. Those are all really, really important questions we ask. But again, they’re ones that a good interviewee is going to be able to navigate through pretty, pretty easily. I spent a lot of time just getting to know the individual as much as I can. So, because I have a global workforce, I don’t have the ability to, you know, sit down across from a table with them, or go out for coffee or beer or whatever the case might be, and I really get to know them that way. That was very effective back in the day.
So now it’s really a series of video calls. And so we go through a number of rounds of it, and it’s just really trying to get to know who they are, get to know their backstory, get to know the things that really motivate them, that make them tick. And then I spend a lot of time actually with the references that they give. And so most of the time when I’m talking to a reference, it’s at least a half-hour conversation. And the same thing just I want to get to know them personally a little bit more and then build that relationship where they are a little bit more open, and they’re kind of rooting for me to succeed as much as the person that referred or that has them as a reference to succeed as well.
And so usually I can if there’s a yellow flag that comes up where I’m like, I’m not too sure if this particular trait or skill or whatever is present in that person. Like, I got a little bit of that may or may not be there. That’s where I really zero in on, on those reference checks and have deep conversations with those people. So that’s, I would say, would be…
Jeremy Weisz 36:31
Yeah, I know that’s helpful to think about. And I love how you talk about the behavioral questions, because you’re kind of putting them in a scenario. And although we can’t see people in all these scenarios. You can’t ask them about scenarios and see how they respond and react and then the reference checks to, you can glean a lot of information. I want to talk about. I know one thing you’re thinking of as a company is channel partners. So I’d love to hear your thoughts and how you navigate that.
Lance Johnson 37:01
Yeah, yeah, this is something that — so up in Canada, it’s not especially in our area anyway, it’s not as common to have really structured referral arrangements set out. And so we’ve been expanding into the US over the last few years, quite aggressively. And so most of my outreach, most of my outbound activities are south of the border. And so what I was finding is that some of the people I was talking to there who were giving me a little bit of coaching and guidance, mentoring me, were saying, I think Lance, you really need to be looking at formalizing some sort of referral program, because it’s a little bit more expected in the US than what it is in Canada. And so, okay, well…
Jeremy Weisz 37:52
Ways are too nice. We’re like, Ah, don’t worry about it.
Lance Johnson 37:56
A little bit of that for sure, right where it’s just like, You know what? I just want to connect people who are going to be able to do a great job. And so whether there’s some money incentive or not, I still want to make that connection and I don’t want to feel obligated, I guess, in some respect to make that connection as well. And I don’t need to profit off of that, if you just…
Jeremy Weisz 38:20
Yeah, everyone has a different mentality. I’ve heard like people. I know people like, no, I don’t need anything. I just want to do good by my customer, friend, colleague and some people are like, oh, sure, I’ll take it if it’s there. And some people are only incentivized if that’s happening. So I’m sure there’s different buckets, I think of Adam Grants. I don’t know if it fits in the same book, a Give and Take where there’s like, givers, takers and matchers. And I’m curious where those people would fit into one of those, those buckets. But yeah.
Lance Johnson 38:50
Yeah, yeah. And so, so as I started to embrace this, and I was like, Okay, so where do I start? And so, you know, turn to the ChatGPT and started my research, and started creating the program and whatnot. And then, then at that point, I wanted to be very intentional. And so coming from a very analytical kind of thinking background on the strategy side, I just started to do a bunch of outreach to people who I thought would be fit, who I think would be my best channel partners, and just started having conversations with them and really walk them through. Okay, so this is what I’m thinking, but I want your honest feedback. Give me, give that to me, and let me know if this is something that would motivate somebody like you or not. And so a lot of those conversations and refinement of that, and it was kind of frustrating, because one person would say one thing, and then the other person would completely.
Jeremy Weisz 39:52
I love that approach, first of all is just get direct feedback, right? Like, let’s not guess. Let’s just. Ask, like the best copywriters, direct response marketers, I know, literally ask the customer and then repeat what they’re saying. I mean, there’s a lot more that goes into it, of course, but really it’s coming from the words of the customer, right? So what were some of the feedback you were getting when you’re having conversations.
Lance Johnson 40:21
Well, and I should also just mention to just as a little side note, the strategy of getting that feedback was double-sided, right? So on the one side, I was getting legitimate feedback that I could use to refine it, but also on the other side, with the cold outreach that I was doing with it, it was actually opening a lot of doors and conversations with people who were ideally suited. And so I was basically pitching them on being a referral partner of mine without actually pitching them on it. Because at the end of those conversations, oftentimes the comment was, yeah.
And so, once you get that finalized Lance, I would be very interested in being one of your channel partners. And so it really worked well from a sales standpoint too. So some of the contradictory feedback that I was getting was around the tiers, and so some people are saying, well, I think that you should reward people at different levels based off of how committed they were. And so some commitment indicators that were being tossed around was the number of referrals that they would make, or the value of the referrals that they would make, too.
Jeremy Weisz 41:33
So we’re talking like, let’s say someone introduces a $100,000 client, maybe they get, I’m making the 10% or whatever the percent is. And if you use a $5,000 client, you get 5% or something like that.
Lance Johnson 41:47
Yeah, yeah. It was less about the individual value, but more the cumulative value, whether that was in the number of referrals that were made or the value of the deals that were advanced. And so as somebody who just does a one-off for you like me, they’re not really a committed referral partner, but somebody who is referring one a week to you, or one a month, or whatever, that cadence is going to be, frequency is going to be, well, then they’re obviously much more committed to you. And so you should be more committed to them, as the theory went. Now, then I would talk to somebody else say, ‘okay, so this is the feedback that I’m getting.’ And so this is what I’m thinking in terms of the two terms of the tiers. And so I created three different tiers at these different levels, and had these different requirements and stuff.
And they would be like, wow, you’re just making it way too complicated, right? Like, just give them what, everybody the same thing. Don’t overcomplicate it, because otherwise people are going to get caught up in the weeds of the complication of it, and then you’re going to have a harder time getting them excited or motivated, or to close them as a referral partner as well. There was also the level of like I thought that I might want to really educate them on the products and services that we offer so that they could speak more intelligently about what it was that we were doing, so they understood who was a really good fit, maybe who wasn’t, and then also could talk to them a little bit more about the nuances of how we stack up against, our competitors out there in the marketplace as well.
And so some people just love that. And thought, yeah, like, you should almost have, like, almost, like a mini Academy, almost is the way that it was. Some people wanted to go, which was really extreme and really training. And then other people, again, were like, like, No, you just can’t expect people to invest that level of time and energy into learning about your product and service just to be a referral partner. So I think it really depends on the type of referral partner that you’re really trying to get. If it’s somebody that’s going to be more like acting almost like an agent, then definitely more training and stuff is involved. Needed is what I was kind of sussing out, reading between the lines of the people that were telling that were giving me the different levels of advice anyway.
Jeremy Weisz 41:48
Lance, I know we’re right at the time here. I did have two last questions. If you don’t have time for them, we will skip them. If you do, they’re not. They’re not long questions. If you have to go, I don’t want to make you late to your next call. But one thing I’m going to say piggybacking on your comment is, I remember one of my friends who was a software company was looking for investors, and he said, what you said? He said, when I asked for money, I got advice. When I asked for advice, I got money. So, which is kind of similar to what you’re saying with this, having conversations with referral partners, that reminded me. So two last questions. One, who are ideal referral partners? Maybe someone’s listening. They should talk to you. Who are ideal referral partners at channel partners for you at this point.
Lance Johnson 44:51
Yeah, I What we find are our best ones are people who have some sort of trusted position with our end, target customer and so, like I said, we’re mostly in the B2B service-based business space. So coaches, consultants, who are working with businesses that are in that B2B space, they tend to be our best-referring partners. But we also get a lot of referrals from accounting firms, bookkeeping companies, because they understand where companies are at in terms of their appetite for growth, but also their ability to grow and their ability to pay somebody to help them with the growth as well. Right?
We get, oftentimes, a lot of people that reach out to us when they’re at kind of the end of their rope, so to speak, where things have gotten so bad, where they’re just like, if we need revenue, like we need more customers, but then they don’t have the ability to really pay for the services as well. Those aren’t ideal. They’re ideal in the sense that they need our services, but bad debt becomes a bit of a problem with some of them. And so having relationships with people who have a little bit of a better understanding as to where that business is at is really, really helpful. So those tend to be our best ones. But basically, anybody who has a network of other businesses that are selling services to businesses, those tend to be the best ones, right? Because they can make those introductions.
Jeremy Weisz 46:28
Last question Lance is, we have to talk about the podcast, right? We’ve showed amplommedia.com. You can check it out. If you go to Resources, you can check out Amplify Your Business. I want to hear about some of the fan-favorite episodes. I know it’s like picking your favorite child, but I’m going to make you do it. So who are some of the fan-favorite episodes? Name a few that people should check out?
Lance Johnson 46:52
Yeah, yeah. I mean, we’ve had so many, I think we’re, we’re over 300 now, episodes in, and so we’ve had the privilege of talking to a lot of different people, a lot of different kinds of businesses. So yeah, to pick out some of them, I mean Mike Saver, who is a leadership coach out of the US, he was definitely one of my favorites, because he’s just unpacked so much great knowledge. He’s just so well-versed in helping companies and individuals become better leaders and really grow. So I definitely love him. This is a reason, one that you just have up here, Lilia, she was fantastic in terms of just her approach to the way that she started her business, and the way that she services her clients, and so on. Imran, and sorry, I’m trying to remember his last name.
Just such a leader in terms of the way that he has built his startup. Here he is proof. Yeah, it’s just, what a great guy. He’s introduced me to a number of different people who I’ve had on the show since as well, and just such a well-respected in the what is Hashproof? What do they do? So they’re on the HR side of things, and so they help businesses understand retention basically. And so employee retention. Yoni there, I know Yoni, yeah, what an interesting time that we were talking to because I was right at the start of the Hamas-Israel war there. And so he’s over in he’s from there, yeah, and so we’re having conversations, and he’s just like, at any moment, I might have to run and jump into the bomb shelter.
And it’s just like, this is a world that I just don’t understand, I could never understand, right? But great, great entrepreneur, he’s got so many things on the go. He does a lot of, like, his primary thing that we were talking about was his outsourcing to the Philippines, and how he’s helping people do that. Multiply me, maybe. Is that the one? Yeah, yeah. Multiply me, exactly, yeah, yeah, great, yeah, there. I mean, it just goes on and on and on.
Jeremy Weisz 49:18
This is awesome. First of all, Lance, I just want to thank you for sharing your journey, your lesson. This has been fantastic. I want to encourage people to check out amplomedia.com to learn more and more episodes of the podcast, and we’ll see everyone next time. Lance, thanks so much.
Lance Johnson 49:35
Yeah. I really appreciate it. Thanks so much, Jeremy.
