Episode 177: S2| Crafting An Exceptional Client Journey with Brad Martineau
In this episode of the Elite Entrepreneurs Podcast, Brett Gilliland sits down with Brad Martineau to uncover the secrets behind creating a successful client journey. Whether you’re scaling your business to seven figures or looking to streamline operations, Brad shares practical insights on transforming your client interactions into a ‘happy client factory’. Learn how to implement systems that drive growth while keeping clients happy and engaged. This episode will teach you how to optimize your business by focusing on the core of client fulfillment.
What the podcast will teach you:
- How to build a seamless Client Journey
- Tips for scaling your business with clarity
- The importance of systems and structure in client management
- How to use technology to enhance, not replace, human work
Resources:
- Learn more about Brad Martineau and his work at SixthDivision
Sign up for Brad’s Smooth Scaling newsletter: smoothscaling.co
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Watch the episode here
Listen to the episode here
Crafting An Exceptional Client Journey with Brad Martineau
Introduction To The Client Journey
Welcome to another episode of the show. This episode is going to be a little different than I normally do. I have a special guest. I always have special guests, but my guest is different in that I’m not bringing him here as somebody who’s been there and done that as far as the seven-figure scaling journey. Although he has been there, done that. He’s been around it a lot. I’m bringing him in as an expert for a specific facet of the scaling process.
I want you all to hear what Brad has to say. Let me introduce you. His name is Brad Martineau. We like to call him the Chief Baller over at Sixth Division. He’s a Founder there. He’s been doing this for a long time, and he helps business owners figure out how to automate a bunch of stuff in their client journey. The way I want to tee this up is this. Brad, welcome to the show. Let’s get this out of the way. Brad, you and I have known each other for a long time. How long do you think?
I don’t know long enough that you probably could look back at when you first met. I met him when he was a teenager. I think that might have been where my maturity level was when we met initially, but that was a long time ago, back in the day. Thank you for having me. I’m excited to be here.
It was a long time ago. You certainly did not have that color beard. I don’t even know if you had facial hair back then, but I don’t know. It was a while ago. Anyway, you’re as amazing as ever, that’s all I know. I look forward to our audience hearing what you have to say. Brad, we’re here because, as you know, at Elite, we help business owners in that seven-figure space, typically in that early seven-figure space, figure out the business building work they need to do if they want to keep growing.
They want to scale. There’s some organization development and some leadership stuff they have to figure out. All of those businesses, without exception. Every time I work with these businesses, without exception, they still care about a couple of other things. One of those things is sales. Like how do I get more clients? The other thing is, how do I make sure that the things that we sell. The services or products we sell get fulfilled in a way that matches what we promised those people when we sold.
That client journey is something that is essential for any business. I don’t care what industry, geography, business model, or product service doesn’t matter. Everybody has to figure out how to create a really good client journey if they want to be able to continue to grow their business. Many of them get stuck on that. That’s why you’re here, Brad, because I consider you to be one of the world experts at Client Journey. I’m thrilled that you’d spend some time with us today on our show.
I love it. I think this topic will be great. It’s interesting because before you get to that seven-figure mark, we want to go beyond early 7 figures and really even like high multiple 6 figures as you’re fast approaching 7 figures. Before that, all you can think about and all you have time to think about is, how do I get the clients? Hopefully, I’m making them happy. I refer to it as it’s sales and smiles. That’s what we have to produce. You’re not really in business or you are in business, but you’re a fraud, but we got to get to sales and smiles.
You hit that seven-figure mark. I went through this exact same thing. As you hit the seven-figure marker, as you get there, there’s a little bit of a range. Something happens where now, in order for you to continue to grow, you’ve got to put some infrastructure around this core of your business. I believe the client journey is the core of the business because if you don’t get clients or you don’t make them happy, then you’re not in business. There’s no need for any other infrastructure.
Scaling isn’t just about sales. It’s about building the right client journey and making people happy along the way. Share on X
That’s like the core, like the heart of the business, which is the process by which you create the transaction of giving the things to people that will produce the results that they want. As you get to that seven-figure mark somewhere around in there, and you start to build this infrastructure, inevitably, as the owner, you are going to get further and further removed from the mechanics and the ins and outs and the actual execution and the building of the client journey, of the ad campaigns that drive in or whatever you’re doing to get your leads and then how you’re converting your leads.
You naturally start to get drawn out because now you have to think about people and planning and you’re trying to put people in to help create freedom. A lot of times, what happens is that it’s a lot of hustle and grind to get to the seven-figure mark, but there are not a lot of systems and structures inside the client journey. What we end up doing, and when I say we, I could tell you painful stories of myself going through this same thing where we hand over to other people.
I’m going to call them superstars because maybe they’re not for you, but that’s what you want them to be. We’re going to take all of that stuff. We need all of the ideas of the strategies that we should be doing, our technology, all of the email writing, and everything. We hand it over to people because we now have more important things that we have to go focus on, but we didn’t give them a structure and a system.
What ends up happening is we start to notice cracks. We’ll see like, “We’re sending that email? How did somebody think that that’s the way that that landing page is supposed to work? Wait, how did that client totally get lost?” In this transition, if we don’t have like an underlying system around how our client journey works, then we can create lots of problems. I don’t know if you have felt that in your own business or if any of your clients have ever mentioned anything to that same effect.
Yeah, completely. You’re singing our song over here. We’ve seen this, I’ve seen it myself. I’m right there with you when you say we. I’m part of the we. When it was me or a couple of us getting clients and servicing them, we could do it on the backs of our values. Like we genuinely care. We face challenges with optimism. We own it. We had a way we did things, and we could personify those values in the way we dealt with prospects and customers and delivered great value. As that grew, it became unmanageable to rely on people alone to figure all that out and create something consistent.
There’s an interesting analogy I came up with recently, but I haven’t had a chance to share it with anybody. I’m excited to share it here. Do what the difference is between a vector image and then a non-vector image?
No, I don’t.
Scaling A Business: The Vector Approach
This is perfect. A vector image is like Adobe Illustrator, but a vector image is one that you can scale to any size you want and doesn’t lose any quality.
Now I do know what it is.
That’s a vector image. I’m going to do a little email thing about this with a video about it at some point. If you want to scale, you hit that like a seven-figure mark, and it’s like, I’ve got a real business. This is something I could actually put some real scale behind, but if you want to scale, have you ever taken a non-vector image and then tried to blow it up?
I could see.
It’s all pixelated. It looks like garbage. It looks totally crappy.
You’ve seen some of my slides, is what you’re saying.
I am not, I am not passing any judgments about anything from anybody, but I think this idea will be really valuable for listeners. If you can latch onto the thing that we’re actually trying to scale when we talk about scaling a business is actually the client journey. It is the process by which we get clients and then make them happy. we want to do it way more. If we want it to stay the way that we could do it when it was a handful of us dealing with a handful of clients and we were in the weeds, we have to make it a vector business or a vector client journey before we try to scale it.
What most people do is they’re tired because they’ve been grinding, and they’re like, “We hit this mark. I need some other people so that I got to bring them in because we’re trying to make things work.” We’re giving them a non-vector file, but we’re telling them that they should scale it. we’re disappointed because it looks all pixelated. Hopefully, that analogy helps be like, if you’re in a business, you may have already grown to multiple seven figures into eight figures and be like, “Yeah, but I got a pixelated eight figures business and I want a vector one that has like super crystal clear lines in it. Cool, that’s easily solvable.”
The way we do it, I’m going to introduce a term that you can use as you talk about the client journey, which I think is really valuable because I believe that language matters a ton. Like the words we use to describe the outcome we want, literally, put blinders on us as far as what we think is possible. When most people think about the client journey, they think about conversion, and then they think about automation. They’ll put those two terms together. It’s a lot of marketing and sales, and then it’s automation. It creates a very narrow scope of what’s possible.
Creating A Happy Client Factory
When we work with our clients, we say, “No, here’s what we’re trying to build. We’re trying to build a happy client factory. I’m inviting you to adopt this term inside the business. No, we’re not trying to create a client journey. We’re not trying to automate our client journey. We’re not trying to do crazy funnels or whatever.” Those are all pieces of it, but the overall outcome is a happy client factory so that I won, I get the clients that I want. It includes getting clients, the number that you want, and the type that you want. It includes making them happy.
Client Journey: We’re not just building a client journey; we’re building a happy client factory.
It goes back to the sales and the smiles. Most importantly, the thing runs like a factory, meaning it’s a vector format. Factories are a really important word. It’s not automation. If you think of the very first factory that ever got created and what was in there? People follow a process. As technology advanced and by technology, I literally mean physical tools first, you have people using technology to follow a process. What we want is a happy client factory. It’s based on a process.
People can follow it. We use the appropriate amount of technology to make it so that the people are super, super efficient and then it becomes a vector format. We can sell it. It’s like, “I copy-paste and I expand this whole thing.” Happy client factory would be the term that I would suggest starting to plant in the mind. The last thing real quick, and then I’ll let you come back in. I feel like I’m stealing the show or I’m monologuing here.
No, you are the show.
The last piece I would say that I think is really important is, let’s say you’re like mid to low six figures and you’re listening, it’s like, “I want to get there.” You’re fast approaching 7 figures or you’re in the middle of your first 7 figures or your first multiple, or you’re beyond at the 8-figure mark. If you feel like your client journey is pixelated, it doesn’t mean you have to stop and then scale your business down. Although in some cases, that might be the right thing to do.
What it means is you become aware. I can solve a lot of the problems in this business if I get really clear on stopping with automation and the client journey. I go back to, no, we’re going to create a happy client factory. We’re going to actually vector this thing. Even though we’re at eight figures, it’ll be easier to scale to the next date figure or whatever you’re trying to do. It’ll be a lot easier if we take an approach that says, that’s important.
Like in the ideal timeline, it would be you grind, grind, grind, you get start to approach the seven-figure mark and maybe even a little bit earlier. What you do is you go vector and you actually define the process before you start putting people on it. If you already have the people, then define the process with the people, and then it’ll become an unlocking point that will help take you to whatever the next milestone you want to reach.
I love all the language that you put together to help describe these desired outcomes and the way we get there. The happy client factory is an amazing concept. I love the word factory because of the predictable or repeatable results that come with that word and the combination of people and technology, whether it’s people in conveyor belts or people in physical tools and conveyor belts. It’s whatever is needed to apply to the situation to get those desired results again and again and again.
There are so many businesses, and if we stop and actually consider it, there are so many businesses where fully automating the business is not an accurate statement like the business model itself. You’re selling a service or a program. That process will require humans. When we look at technology, the goal is not automation. The goal is that I’m going to use automation to make the humans do the most valuable, important human work in the most human way possible, but I have to be able to think and plan across all of it.
Stop chasing automation for automation's sake. Use tech to make humans do the most valuable human work. Share on X
There’s a reason I went with the factory, and I’ve actually even done presentations. For example, when we talk about automation, it’s automatic, not automated. The reason why you’re chasing automation is like the reason why that word is actually causing you to not get the results that you want. Think Vector, Think Happy Client Factory, and what I believe will happen is lots of avenues will open up and we can even dive in. Sorry, did you have something that you wanted to go over?
I do want to say one more thing about the vector analogy. I love the analogy and completely love it. I’ve seen some bad, non-vector images because I’ve used them in my slides, as I alluded to. I’ve seen it. I’ve seen where this analogy breaks down in the term or the idea of breaking down. It’s not a vector or non-vector thing where it gets pixelated when you try to expand it. Somehow, some of these processes that I’ve seen in lots of businesses are not pixelated; they are all broken up. It’s almost like there’s missing parts to the picture.
There are degrees of pixelation. Whoever was selecting the file to export it out of Illustrator or whichever program they’re in might’ve forgotten to actually select the whole piece or they might’ve not put it in the first place.
It like breaks up, yeah.
Sorry, we should have clarified that, but the assumption in this idea of the vector client journey, the vector business, is that you put all the ingredients in the first place. You forget the salt or the sugar or the flour or whatever in your ingredient. It doesn’t matter how many of them you make. They’re going to taste like crap. We have to make sure we have all the ingredients in, and then we have to organize them so they can be vectorized.
Key Elements Of A Happy Client Factory
Brad, talk to us more about key elements or ways to think about this happy client factory because every business needs to create this happy client factory for their business. What are some key points that you can share with our listeners to at least get them on a path?
Before I jump into things, I want to introduce, this is how my brain thinks. I think of things. I came up with this thing called the Lego Principle. I also refer to this as the idea of modular thinking. I think this is one of the most important concepts that entrepreneurs can grasp so that they don’t get overwhelmed by all the different pieces of business that run at them. The Lego principle is this. When you buy a Lego set and you’ve got kids, so I’m assuming you bought a Lego set or fifteen.
We’ve had a few Legos.
When you open up a Lego set, what comes out are not actually Lego pieces but rather bags. This is really important. If anybody reading this has ever felt really overwhelmed in their business, that’s like if you were to open up a 1,000-piece Lego set and 1,000 pieces came out, that’s what it feels like. Say, “No, I don’t want to do that. I’m never buying another Lego set again.” Lego figured something out really early. What comes out are bags? The idea of being able to break down any particularly hairy or complex issue, the ability to stop and rather than diving into all the individual pieces, just step back and let’s break this thing down into Lego bags.
It’ll happen at multiple levels. For example, the Happy Client Factory, for me, is 1 of 5 Lego bags that make up building a business, we call it building a Smooth Scaling business, but it’s 1 of 5 Lego bags. When we talk about this conversation in my mind, I’ve already gone from my business into one Lego bag, which means I get to ignore everything else. That has to do with team and vision and all that. All the stuff that you help people with. I’m already in that Lego bag.
As we think about Happy Client Factory, what I’m going to share here are four or five sub-Lego bags, like Happy Client Factory vector business, that sounds really good, but when you get into it, we have to break that down a little bit more so it doesn’t become super overwhelming. Consider this next section if we were to do a summary outline. These are the Lego bags of the Happy Client Factory Lego bag is what we’re talking about. The first thing that I think is important to grasp is that as we look at the entire client journey, the client journey is a combination of all of the pages, videos, emails, and conversations.
All of the different assets and steps happen between the time you get in front of somebody’s eyeballs. The time that they’re either a client and happy or they’re a past client or they’ve opted out and they said, don’t talk to me anymore. All of that is your client’s journey. You have one. You don’t get to opt out of it. If you’re in business, you have one. The goal of everything that we do when we talk about happy client factories, sales, smiles, technology, all of those things. The goal actually is to produce an experience sufficient to convert.
This is really important because we talk a lot about conversion and typically, when we talk about client journey, it’s like, you got to convert until we get the sale and then deliver an amazing experience. I think that’s totally wrong and it sends people off on the wrong path. What we’re actually doing is, when we say that, we’re actually conflating, like we’re pretending like experience and conversion are different and they’re not. When you get somebody to buy through your sales process, you’re actually delivering a sales experience.
The people that buy, buy as a result of the experience, and the people that don’t buy, buy as a result of the experience. The first concept, the first leg of like, I call it experience-wrapped value. The point of that is in your sales process, you’re going to deliver value. When somebody buys, you’re going to deliver value. It’s what they paid for. It’s what you’re good at. It’s like when you do your mastermind meetings and you do your coaching calls, that’s the value that you’re delivering. The experience though, is actually something separate than value.
It’s what you wrap around the value so that people enjoy it. The experience, assuming that you’re good. If you’re not good at all, then you’re going to have a problem. That’s the value piece. Assuming that you actually have some value, the experience piece, what you wrap around it, is going to be the thing that gets people to convert. What I mean specifically by that is the actual words that you put on the landing page matter a lot. Whether or not the words on the next page match up with that and how you’re saying it, and then also the design counts as the experience.
Client Journey: The key to success is delivering experience-wrapped value that converts clients into happy customers.
How you have your conversations becomes a part of the experience. How many steps did you make people go through? The experience-wrapped value is like one big piece, which is why we’re going to talk about tech. We’re going to talk about planning. We’re going to talk about reporting and all this stuff. All of that is in place so that, ultimately, we could. You’ve seen Ratatouille? You have to have seen Ratatouille. For those that haven’t seen Ratatouille, it’s about a rat who’s like a phenomenal chef.
There’s a scene where he has recruited all of his rat friends to help him cook, and they’re in the kitchen but he cannot cook all the stuff he needs. There’s a scene where they’re all doing the cooking, they’ve all cleaned up, whatever, and he says, “Spoons up.” This main chef runs around and he tastes all the food to make sure that it’s right. He’s shouting at us, “No, change this, change that, change this.” This idea of experience and rap value, the way I look at it, is to imagine yourself as this, not as a rat. If you’re reading, you get the idea.
Imagine yourself if you could be like, spoons up, which is the equivalent of, “I want to go look at and actually go through the experience that my leads, prospects, and clients go through and I want to be able to see it.” That’s experience-wrapped value if you actually walk through the experience like, “I know why we’re not converting. I know why those people aren’t happy.” After they buy, we give them 4,500 things to do and then they cannot find it because they’ll never follow up or we forgot to tell them this or we said this on the first page and then never followed up. The core, the most important thing, is what you’re actually sending.
It’s not the automation tool. It’s not how your tags are organized. That’s an important thing. The most important thing is your ability to focus on, refine and optimize the actual words, design, and message that you’re sending. The big Lego bag number one is, are you even producing or delivering a good experience? Were you so non-vector that you hand it off to somebody and the thing runs and it’s like, we have that automated, but nobody stopped to actually look at what the experience was? Nobody’s gone back to revisit the experience because we’re trying to launch some new thing.
When we’re talking about businesses that are getting to this late six figures, early seven figures mark, or even beyond, the process might’ve been created two years ago or whatever, or a part of the process hasn’t been revisited for a while. These experiences get a little dusty or stale, and we got to go check into it.
As we go through the Lego bags, the other thing I’ve found. That’s 100% true. I’ve had lots of stuff where I go back and I’m like, “I remember writing that email. Why are we still sending that email? Are you kidding me right now?” That is 100% sure they get dusty. In your business, as you start to look at making this vector, you have to think, we’re going to talk about this at the very last big go-back. Who’s going to go back and look at those? Do you even know what they are so you can go find them?
The other thing that happens is, my guess is that when you were scaling this thing early, let’s call it mid-six figures to high six figures, maybe even right at the seven figures mark, there were less things that you were trying to do to get clients and make them happy. Less ideas, less strategies, less things you were listening to the gurus. You like to break through. I think anyone watching this that’s past the seven figures mark is going to appreciate this. You break through and you’re like, “I made it to seven figures. That means something about me.”
I start to pay attention to a lot more people. There are a lot more things that I should be doing, so we stop. Sometimes, the reason why we don’t go back and look at what’s already in place is because we’re trying to bolt on and add new things. We don’t ever have time to go back. As we build those, like we’re trying to go so fast because we got opportunities, we build them, but 90% of our energy is actually focused on getting the thing up and running. With 10%, that’s like, “Just say whatever, that’s fine, we’ll come back to it.”
We never come back to it. We end up with a whole bunch of these things out there, but nobody’s ever looked at them to think about what the actual experience is. There’s a thing to be aware of about all of the ideas that are out there that sometimes, and I would venture to argue almost all the time, you’ll be better off being like, “No, I’m not going to do those. I’m going to go back and look at what I actually have and make it better.” I’ll take the principles, but I’m going to apply it into what I’m doing so that it’s tight.
Experience wrap values, Lego bag number one, and it immediately bleeds into the second one, which I’ve already started to talk about, which is the whole thing’s got to be coordinated and crack-free. The very top part, you got to make sure somebody needs to be the experienced, whatever, who’s like, “I go back and I review it.” The second piece, and it’s part of the experience, is like when you go and the guru says, “You should do an automated webinar.” Somebody else says, “You should do a lead magnet.”
Somebody else says, “You should do a quiz funnel.” Somebody else says, “You should do an online course.” Somebody else says whatever the thing is they say that you should do, I could go on and on for another 30 minutes of all the things we’re supposed to do. Whenever you take one of those ideas, you’ve got to bring it back to the core drawing board, which is the overall client journey, and be like, “Where does this piece fit? I don’t have it hanging out over here,” going back to like the vector analogy, like, “I don’t want my core image over here.”
It’s like, “I got this thing over here and it seemed really cool when I grabbed it, but I never figured out how it actually fits into this picture.” No, that doesn’t work. The other piece, what we talk about is it’s got to be coordinated and crack-free mini journeys. Your overall client journey is a combination of all of the individual strategies that you’re trying to launch, but you’ve got to be able to stop and coordinate them so that they flow together. Otherwise, one, it’s impossible to deliver an amazing experience. Two, it’s going to be full of cracks, and you’re going to lose people all day long, all over the place.
Coordinated and crack-free. That’s number two.
The Importance Of Tidy Tech
First is experience, and second is coordinated and crack-free. Now, at this point, we have experiences that we’re aware of and like, and we’ve eliminated gaps. Now, everybody is going through those experiences. Now, the third piece gets into the actual tech, whichever tech you use. We have what we call, it’s like, we want tidy tech. What tidy tech means, as opposed to tech Jenga, I don’t know if you’ve played Jenga before, but Jenga’s like this pile of blocks, and hopefully, it doesn’t fall apart. That’s probably a pretty good description of how most people’s tech is.
It’s like, “I hope I don’t blow something up when I go do this thing.” Tidy tech means that when you create your automation, campaigns, tags, custom fields, or whatever in your CRM or on your pages, there’s a process for how it gets done. It’s not a process that is made up by whoever happens to do it at that time. The business owns the process. When people come in to do work, regardless of their role, they follow the process. Tags are made the same way every time.
Tidy Tech is the key to scalability. Organize your tech like an assembly line for faster, better results. Share on X
Automations are made the same way every time. Names of pages and landing pages are made the same way every time. It’s all done the same way. The interesting thing about this one is that sometimes people say, “That sounds like a lot of work, whatever.” I’m like, “If we raced, I would be way faster than you.” Number one, not because I’ve done this longer, but because I have a process. Anybody on my team would be way faster. When you get your tech actually organized, you get more done faster. From an implementation standpoint, you can get more of the implementation done faster.
As I mentioned before, we tend to spend 90% of our time trying to get something launched, and we have 10% of our time focused on the experience. When you get tidy tech done, what happens is you can actually flip it to where it’s like 10% of the time is on the launch of it. Ninety percent of the time is spent on the experience, which is the thing that converts, which is what we want. The tidy tech pieces are really important pieces in which your business has a methodology.
That’s one of the main things that we help our clients with is like, “We have that. If you want to install it, we can install it and it’ll immediately flip how much time you have to spend in getting lost in the tech.” You can easily move people in and out of the tech role because it’s all organized and there’s a process for running it rather than having like superstars like the person that knows how to make high level or keep an active campaign or whatever works. No, we have a process for how that gets organized.
Tidy tech.
Tidy Tech and even the name is like, “I’ll take two of them.”
I want some of that. No, I want Tidy Tech right now.
If we take those three, as I’m trying to visually build this imagery. Tidy Tech would be like the assembly lines in the factory. It’s organized and systematic. Imagine a factory with no assembly lines and no process. Everybody’s in doing stuff. We have that dialed in, it means that is dialed in, and it’s executing on a coordinated and crack-free overall journey, which means now the assembly, not only do I have the assembly lines in the factory, but they’re actually lined up where we know that, this first assembly line’s job is to take this raw input, produce this output, and then hand it over here, rather than dropping it off somewhere.
Now everything’s organized. Inside each of those coordinated and crack-free mini journeys, we’ve got our eyes on the experience, and we’re actually optimizing the experience so that it produces the results we want, which is sales and smiles. It’s like that becomes like that thing can hum, and it hums regardless of whether I have the most amazing tech person on my team or whatever, it’s like, no, we have a process of how we launch and run all of that, and we can get it done and launched way faster and way better. We get better results actually in less time.
Very good.
Now, I know we’re going to start to bump up on our time. A couple of other ones. There are two more at the end that apply to that set of components. One of them is decision-informing reporting. We’ll go back to this factory analogy. For me, decision-informing reporting is like, do you have lights on or not? I don’t know why, but in all the movies, the manager’s office in the factory is always up, like it’s up some stairs as a glass thing.
It’s like a loft.
Systematic Processes And Reporting
Yeah, it’s like the loft up there with all the glass panels or whatever. If you’re up there with no lights on, you have no idea what’s happening. If the lights are only partially turned on, you cannot actually really tell what’s happening. If we really want to have a happy client factory on top of experience, a bunch of really amazing experiences that are coordinated in organized and clean tech, you also have to have reports that give you information so you can make decisions. A lot of people have no reports.
Some people have reports, but they don’t help them make decisions or they have reports, but they don’t make decisions. The key is to know the appropriate amount of information that will flow to me so that I can make intelligent decisions. You’ve got to have decision-informing reporting so you can actually manage this thing and then upgrade it. That leads to the last Lego bag, which is you’ve got to have a systematic process for how you build and create all of that.
That’s not in somebody’s brain like it’s their brainchild. You’ve got to have a systematic, methodical process of new ideas. We decide where it’s going to go in our entire client journey. We make sure it’s coordinated. We plan out all the tech so it’s clean and organized. We review the experience so that it’s dialed in, and it’s going to help us actually roll. We launch it, and then there’s a process and a system that somebody knows how to monitor it. When we upgrade it, it’s all systematic. Have you ever done work with the Habitat for Humanity?
Yeah.
I can’t do half the projects around my house, but I can show up and they can take a bunch of people like me and build a neighborhood in a weekend. That’s the system that you want where you’re not dependent on some fancy, crazy superstar. That’s the underlying piece that allows you to iterate on the entire client journey at lightning speed. Those would be five Lego bags, experience, route value, coordinated and crack-free, mini journeys and mini experiences, tidy tech, decision-informing reporting, and then a systematic process of how you’re running all of that.
That’s how you get to Vector. Once you’re a vector, you can go so much faster. There is an investment to get there, but once you have it, you will be able to move at lightning speed with crystal-clear clarity. That’s the idea if you really want to take control of your happy client factory and journey and turn it into a happy client factory. Those are the five elements that you got to get dialed in.
As you said, Brad, the work we do in Elite, we could do all the vision, team building, future planning, hiring work that we want to do, but if we don’t have this core machine built, this happy client factory built in a way that gets us the sales and the smiles that we want, sales and smiles. We don’t really have a business to work with. Thank you so much for coming and sharing your language and analogies; all of that stuff is always super crystal clear and helpful. The Lego bags, all of it. Thank you, Brad, I appreciate it.
You’re welcome. Thank you for having me.
If people want to connect with you at Sixth Division or connect with you online and learn more about what you guys are doing to help people create their happy client factory, how would they do that?
The best thing to do right now would actually be to go to SmoothScaling.co. It’s the easiest one to know how to spell too. There’s a form on there you can fill out to get on the newsletter. It’s basically Smooth Scaling with Sixth Division. That’s like a marketing site we have. I would go there. I’ve got a YouTube channel. The easiest way to get access to whatever we’re doing is to go there. If you have any questions, you’ll get a response from me. The initial response will 100% be automated. It’s the appropriate use of automation.
If you hit reply, it will actually come straight to me. I am happy to answer any questions that you have. I would go check that out. You can also go to SixthDivision.com if you want to and check out what we got there. If you’re like, “All that stuff you talked about and you can help me or I could send my team to you and you’ll show them how to do this and install that system on business for me,” that’s what we do. You can go check that out. We’ll hop on a call and walk through what it looks like. SixthDivision.com or SmoothScaling.co, either one would work great.
Awesome. Thank you, Brad. This has been exceptional. For all of you out there reading, please share, like, review, comment, and do all those things to help this episode get in front of as many seven-figure business owners as possible. We want to help them all create happy client factories and help them do the business-building work that will allow them to achieve their growth goals and the life they want. Thanks for tuning in. We’ll see you next time on another episode of the show.
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