Inside Marketing with MarketSurge

Welcome to Inside Marketing
With Market Surge.

Your front row seat to the
boldest ideas and smartest

strategies in the marketing game.

Your host is Reed Hansen, chief
Growth Officer at Market Surge.

Reed: Hi, I am Reed Hansen and
welcome to Inside Marketing

with Market Search, the podcast.

Today my guest is Scot Nattrass, the
Chief Executive Officer of Focal Dynamic.

Scot has had leadership in operational
roles with Goldman Sachs, Merrill

Lynch, Delta Airlines, and more.

Dynamic provides business coaching and
consulting services for operational

excellence, process modeling,
project and technology management.

Uh, they develop company culture,
implement integration solutions

that leverage current state ai,
which of course is an interest to

our audience to enhance operational
efficiency and drive business growth.

Focal dynamic helps you get
unstuck from those nagging problems

that distract from your mission.

So, Scot, as, uh, we talked earlier
this week, uh, you have taken on the

role with several organizations as a
fractional COO, chief Operating Officer.

Can you tell us a little bit about
what that means and how your career

journey took you into that kind of role?

Scot: Uh, that's an excellent question.

Let's go, let's start from the end and
let's kind of work our way up to it.

A fractional COO is a person that
comes in and helps an organization

on, was effectively a part-time basis.

Um, usually these roles are targeted
at smaller companies that you need

to get systems up and running, but
you don't necessarily, once they're

up and running, it doesn't take a
full-time person to maintain them.

Um, so working with a small company, a
startup here that has now hit a couple

of their first growth, uh, triggers.

Um, uh, uh, what I was doing for them is
that they were run by three engineers.

The three engineers were very
gifted, uh, young men, but they

didn't really understand about
the business of the business.

The business of the business
is what are your systems?

What are your processes?

What are your controls?

What are your methodologies?

How are you, uh, putting structures
around your time to achieve something

measurable on a regular basis, to
keep you both motivated and, uh,

forwarding the needs of, of what the
business does in order to become a

real self-supporting commercial entity.

Uh, so I went in there and
it didn't take me, but about.

10 to 15 hours a week at the beginning
and down to about five hours a week, uh,

towards the end, uh, to set up for them.

Uh, some of their HR systems set up some
of their autoresponders to set them up

with, you know, a shipping organization.

And, and I.

Tax services and, and understanding
payroll and having a basic understanding

of what a financial statement is
and what are the differences between

operational expenses and cost of goods
sold, and how to view those things

and how to make it so that when you're
pouring your revenue into this funnel,

instead of having a predictable stream
of profit come out the end, your, your

profit, your money was going all out.

Like it was not a funnel, but a colander.

All over the place.

And that doesn't work for small
businesses, it doesn't work

for any business over time.

Uh, so what I did for them and what
I do, what I've done for literally

hundreds of small businesses in a company
that I worked for, where my entire I.

My entire purpose was going into small
businesses and finding out what their

pain points for, finding out what their
problems were, pointing to the solutions.

Uh, that sometimes took a little bit of
advice to say, shore up this area, shore

up that area, put in these systems, start
having these things on a regular basis.

Changing your business habits a little
bit to bringing in a team of consultants

that would be specialists in, in, uh,
fixing the areas that were broken.

And so, uh, and so basically what I've
done as a fractional COO is go into small

organizations, get those things set up,
get them running right, establish certain

types of business habits, and those habits
are the things that will carry them on.

And then I just do a check
in every once in a while.

Reed: That's a, that's a great overview
and, and you know, as we've talked,

uh, I, I've really understood that.

So we do something similar.

You know, I'm very focused on
the marketing part of that.

You know, a lot of our.

The clients that we both have
are small business owners that

have technical skills, uh, in
the, the thing that they do.

You know, they're an engineer or, you
know, maybe they're a photographer,

but their training did not include
anything, uh, business management related.

And, you know, it just, you described so
many things that, uh, a business owner

has to do and spend a a lot of time on.

they either don't know that
they need to, or they, they

neglect those, uh, those tasks.

so tell me, you know, when you are first
working with a new company, what, what

are some of the first things you look for?

Like the, um, like where, where, where's
the low hanging fruit for some of

these businesses that you start with?

Scot: I go in and I look for the basics.

Reed: Okay.

Scot: Do they have a way of, of,
uh, recording and understanding the

numbers that their business generates?

And it's not all about the
numbers, especially when you're

dealing with a startup that is,
for example, investor funded.

Like this one was,

Reed: Okay.

Scot: what, what you're looking
for is what, what are the things

that are coming in from your
investors and how is it being spent?

And how are you moving in a regular
basis, in a predictable way towards.

A stated goal or a a, a state, right,
where you are no longer just receiving,

uh, uh, cash without having to account
for it, but are now taking that money and,

and forwarding the mission, the vision,
the purpose, the objective to something

that is the reason that the investors
started with you in the first place.

And there are, and
sometimes that's the idea.

But sometimes it's not just the idea,
but it's how you take that idea from an

idea into a product that is commercial
and a business that supports you taking

that idea and then repeating it over
and over and over and again, which is

what makes you into a real business.

I.

Uh, for example, spooky action.

Uh, the tethered drone manufacturer
where I was the COO, and I'm still an

officer of the company, but I'm, I'm
not doing anything active with them.

I'm just on their advisory board now.

Uh, but they're, uh, uh, they
started as an investor run company.

Now they've made it off
to, after going through.

The small business innovation research
grant process a number of times, uh, with

limited success to now getting enough
interest to be considered by Lockheed

Martin's skunkworks division for their
product that does what they do better

than anyone else on the planet so far.

But they're a small company.

How are they gonna make sure that they
can keep everything nice and tight

so that they can deal with one of the
largest defense contractors in the world?

And satisfy their needs as a defense
contractor while they scale up their

business to be able to serve that need.

So that is where systems and
processes really come into play.

That is where a culture and habits
of having some sort of regular

check-in, what are we doing this week?

What are our key performance
indicators for this week?

Where are they gonna be
at the end of the week?

How are we moving things forward
so that the information is fresh?

And it's alive and is a check-in, at least
on a weekly basis on what's going on to

make sure that you have your, the, the
variables that the target's identified.

Now for now we've got
this tiger by the tail.

How do we hold onto the tiger without
it turning around and, and, and eating

us before we're ready to be eaten?

'cause eventually for them,
that's might be what happened.

They're the bust at what they
do, but it's a narrow niche.

And narrow niche players happen to
be, they're the best of what they do.

Eventually get gobbled up by somebody
that's not a narrow niche player,

but really likes what they do.

Reed: That's a, that's a
very interesting ex example.

You, uh, you know, drones is a kind of
an exciting space and, um, you know,

they, you know, as you've described,
this is an, a very interesting business

that has an opportunity to grow,
uh, in a certain way, but provided

they do it right, uh, may either.

Yeah.

Now, let me ask you.

about situations where business owners
instead of neglecting operational

concerns, are, um, overwhelmed
with what operational tasks.

Um, you know, they're, they're
trying to do everything you

know, and then they, but.

know, they would need somebody
like you to, uh, they don't

know how to offload tasks.

They don't know how to delegate.

They don't know, um, how to not
handle everything themselves.

How, how would you address those
kinds of business scenarios?

Scot: Well, that's where I come in and
make sure that we can introduce some basic

concepts of the business of the business.

And a lot of that refers to, since
we are in business and since we're

not, uh, in, in, in this example
anyway, we're in the business to,

at some level generate a profit.

We want to pay our people, we want
to pay our bills, we want to have

something left over for a rainy day
or for the next thing that we wanna

do, or for expansion or whatever.

And I look at what it is that they
want, and I look at the current state

and the current state of them being
overwhelmed usually comes from a lack

of understanding to use the systems that
are already out there to automate some

of those tasks as something as simple,
as simple as using QuickBooks and hooking

it up to your bank, and which does now
a much better job than it used to do.

About even identifying the type
of, uh, expenses that come in and

suggesting this might be a cost of
goods sold, or this might be a supply,

or this might be an overhead expense.

And once you associate those things with
vendors, then you can put 'em in and you

can understand basic financial concepts
that aren't that hard to understand.

I mean, I went through a whole
lot of accounting in a little bit

in undergrad and definitely in
business school, and most of it is

completely and totally irrelevant.

Irrelevant for a small
businessman to know.

But cost accounting is important and
it's the most fun and it's the easiest.

So most fun is, is relative to other
accounting, of course we know that

Reed: enough.

Yeah.

Scot: there's a reason that
accounts get paid a lot of money.

'cause not a whole lot of
people wanna do it right?

So, um, uh, but the cost accounting is
not difficult and there are all kinds of

tools of automation to help you with that.

And one of the things that I'm
working on right now is bringing

some of those tools, uh, that, that.

Take what you're doing
maybe over in this part.

If you're an auto shop and you're buying
parts over here and it's through this

tool that is not necessarily, you know,
your ordering of those parts is not

necessarily hooked up to your QuickBooks
and you don't know how to necessarily

get those properly categorized in there.

Well, I'm looking at the little AI
apps that might pull information

from one and pull information to
the other and give you some decision

point to give you a better idea of.

How your money's being
spent, where those flows are.

So I'm looking for the flows
of the business, the things

that happen on a regular basis.

I'm looking for pinches in the pipelines.

Where things, where the flow is
occluded and, and point those

out and say, do you realize this?

Is this one of the things that
you think is a pain point for you?

Right?

And then I want to go in and I wanna
unclog the pipes and I wanna make sure

that they are, that they are going with as
little resistance as possible through, but

still having enough information pop out of
'em so that we can report and we can see

that everything's good and that when we
think that we have profit going into the

bank, we can actually see it in the bank.

Reed: Mm-hmm.

Scot: can see that it's real.

Uh, that's the kind of stuff
that I want to do is, is to make

them, educate them a little bit.

Bring them up a little bit
in their knowledge, right?

So that they're not looking down.

Because when you take a look at
somebody, and I'll give you an example

just from your own thing, you said
like an electrician, how do they start?

They're working for Ed's Electric.

Their name is Bob, and Ed has
been billing them out at 60,

$70 an hour or more, right?

They're paying him like $30 an
hour as a journeyman, right?

He's still doing okay as an electrician,
but they're billing out at $75 an hour.

What if he tries to do work
on the weekends and he's now

billing out at $60 an hour?

For his own work, and he
can do that eventually.

He's making as much money on the
weekends as he is making during

the week, so he decides to hang out
his own shingle and that's great.

And he can get, go get it all
the way up there with maybe with,

with just Bob and maybe hire Mike.

And it's just Bob and Mike, Bob and
Mike, Bob and Mike, until they hit a

million dollars and they still have
a 10% profit margin after each making

themselves, you know, a hundred thousand
dollars profit to split between them.

Uh, after, after doing
all this other stuff and.

All that kinda stuff.

And then they want to, they, they
still have more business coming

in, so they need to hire another
electrician or they need to hire.

An administrative assistant, because
now if they have somebody else,

now you've got hr, now you've got
a technician that's not an owner.

Now you've got workman's
comp to deal with.

You've got all kinds of things,
insurances that you have to deal

with that you don't know about.

And before long, Bob is pulling
his hair out, having a hairstyle

more like yours and mine, right,
because he just can't do it anymore.

It.

And now he's working longer
than he ever has before, back

when he was working for Ed.

'cause Ed has people that were doing this
stuff, that he was paying people, which

is why he was billing out at $75 an hour.

Right.

And, and he can't do it.

He's not having any fun anymore.

So now he's thinking about firing
everybody and just going back

to just Bob's Electric, or Bob
and Mike's electric and, and say

no to a whole lot of business.

Solutions for that,
and it's not that hard.

If you can learn what it's like to
be an electrician and learn it well

and be good at your trade, this
stuff is not that hard to learn.

But if you don't learn it,
you're gonna be screwed.

I.

Reed: So that is a great anecdote.

You know, you shared that with me
earlier this week and um, you know, I

think that is a great way to think of
business as a whole, is essentially it's

um, it's a profit making enterprise.

You are not.

You know, I, I have a lot of creatives
in, in my, um, among my clients and they

love their work, but, uh, you know, a lot
of them struggle with, um, the, the, the

parts that deal with revenue and costs.

And so, um, you know, I think it is
really important to, to rehearse those

fundamentals in your head and, and, um,
see those examples because we, you know,

we work to, we work to get value, um.

Scot: And the biggest thing is
that with the tools available,

it shouldn't take that much time.

Because the thing that that creatives
need, most of all, is time and

that head space that is uncluttered
from some of these little things.

And so if you can get the right
systems in place that automate those

little tasks that need to be handled
anyway, then it's still, you don't

have to have a cluttered mind for that.

You can clutter it up with all kinds
of more pretty things that turn out

to be wonderful things that eventually
you sell and make money with.

Reed: And so now, uh, as, as
business owners skill up, you

know, they get, they learn these
concepts and, and implement them.

Do you have advice on how a business
leader should balance, um, you know,

learning, learning certain skills and,
and doing, performing them themselves?

Like certain business functions?

Um.

Hiring additional folks to manage, uh,
uh, these business processes or, uh,

outsourcing in terms of bringing an agency
or, you know, even going offshore with How

would you recommend that a business owner
think through that, um, kind of formula?

Scot: Okay, so the obvious first
response is, is not very helpful.

It depends, um, uh, because,
and, and I think really what

it, what it depends on is, is.

Uh, you know where that pain is because
if you take a look, there are certain

things with virtual assistants that
are offshore that are coming out of

India, and some of them are very good.

Um, uh, they are surely marketed to me
on LinkedIn with increasing frequency.

Only thing more, more frequent
than, than the marketing of those

offshore surfaces to me on LinkedIn,
I think is, uh, the amount of, uh,

scam attempts I get for people just
saying, I wanna get to know you.

What's your WhatsApp number?

Um, uh, you've been hit with
those two, I imagine, right?

Reed: Oh, absolutely.

Absolutely

Scot: have an entire inbox full on my
messaging with ones I haven't open, but

it, you know, it sends you the message
and email ahead of time, and I'm gonna,

I'm writing a big report on it and I'm
just gonna be capturing that entire thing.

These are all not real people.

Um, but, but back to the, back to
the question, uh, oftentimes they

don't know themselves to do it.

They need to have a talk with somebody
who knows what they're missing and

can show them what they're missing.

So that's where somebody like me
comes in and, uh, with me when

somebody's talking to me, when my first
consultation is always free, because

I'm not gonna start charging you money
until I know that I can provide value.

And that, you know, that I can provide
value and that's when you start paying me.

Uh, but the, uh, and that is let us
zero in on what part of your business

flows are causing you the most pain.

And can we have it so that
they no longer cause pain?

I.

Um, uh, and because eventually, you know,
this is back to the old Tony Robinson

and, and his power principles, we, we do
things to avoid pain or to get pleasure.

And a lot of things that we get pleasure
from are sometimes painful learning

lessons, sometimes is painful, but
once the lessons are learned, hopefully

that pain doesn't have to be repeated.

Um.

So that, that's kind of what, what I
would say to that is that they need to

be able to talk to somebody who knows
more about the things that are hurting

them than they do, uh, or tune into
things like this and, uh, you know, have

a free call and let's talk through it.

Reed: Yeah.

No, that's great.

I, you know, I think that's an offer.

I, um, you know, at the end of the,
and in the show notes, I will share

how, uh, people in the audience
could get in touch with you and,

and have that kind of consult.

I think that would be valuable to, I
mean, just about every client I have, so

I, um, you know, I would recommend that
people take advantage of, of that offer.

Um, can I.

I jump a little bit to the
technology piece of process?

you, uh, you have talked about,
um, you know, accounting software,

QuickBooks, and, um, you know, I
know technology is a big part of.

processes and making
sure they're consistent.

What, what are some of the key tools,
uh, you know, whether or not you wanna

name, like, specific tools, but, um,
where, where do you see technology,

uh, being most effective for the
kinds of businesses you work with?

Scot: Um, couple of areas.

Is, uh, one, is, uh, the
recording of transactions.

Uh, one is the recording of events
between you and the people that

are stakeholders in your business.

And for those stakeholders I would
talk about both the customers or

clients or patients or passengers.

I mean, we have different names
for the people that give us

money to do things and, you know,
they're passengers on an airline.

Their patients in a doc,
in a doctor's office.

Their, their customers in a retail
store, their clients, if they are.

In a law firm, but it's
all the same thing.

There are people that are paying you
money for goods and services that you

provide of one of one type or another.

Some, some way of being able to
capture those interactions is good.

So we could talk about that as a
customer relationship management system.

Um, how are you dealing.

In some sort of an effective fashion
on the edges of your exposure to your

client base or your customer base.

So the things that you do on
your website, on your LinkedIn

page, are you having agents?

In fact, I'm right now working on the
agent that'll look like me and sound like

me and be able to greet you on my website.

Um.

Uh, it's gonna be a work in
progress for a little while.

In the meantime, I'll be setting
up a chat bot that'll do the same

thing, uh, uh, before you ever
really even need to talk to me.

But it'll capture those interactions.

Tell me about those interactions.

And therefore I have the, the
most informed use of my time.

Instead of just returning a call, I'm
calling you based on what I saw there.

Uh, uh, and I call, and then we
figure out what it is that you want.

Or having some way of preloading
that so that that comes in.

So your edges, your numbers, and
your interactions with all the

stakeholders and your stakeholders
are any investors that you have.

They're your suppliers, they're your
vendors, they're your employees.

Um, understanding where those interactions
are and the ones that are important,

find a way of capturing those.

Reed: You know, I love that.

That's, uh, those are some
really good takeaways.

The, um, that did spark another
question as you talk about chat

bots and your virtual avatar, I.

Tell me now, you've been leading
companies, you know, in the nineties,

two thousands and and on, and so you've
seen a lot of change in, in technology

and, and AI is pretty new in the
last, uh, 3, 4, 5 years as far as, uh,

business' ability to really use it.

Um, do you.

Do you have any predictions for, uh,
you know, the, the future of AI in

business process, or do you have any,
um, any recommendations for small

businesses that have, have zero exposure
to it and, and maybe would like more?

Scot: Well, there's so much of
AI that's out there right now,

and right now it's really cheap.

Reed: yeah.

Scot: free to do a whole lot of
things that people need doing.

I mean, you know, I could go out and name
a couple of things that if you have an

idea for a business and you don't know
what the business name should be and you,

and you wanna have it draw a logo, there
are a number of sites that you can go out

there and say, here is a name generator.

Based on your idea, and you can have
all kinds of different, do you want us

to create a new name out of nothing?

Do you want us to smash up two
words together and make 'em fit?

You know, that kind of stuff?

It'll generate the names.

It'll let you know if the.com

is available and create a logo.

And then if you say, well, I like the
name, I want a different kinda logo,

then it'll generate you a logo, and
then you have to go all about doing the

copyright and the trademark on that stuff.

But that's all for free.

That's just out there.

Um, uh, if you want to do certain things
like, you know, uh, the, a chat bot that's

gonna be collecting information right for
you and going back, and if you don't, if

you don't have the right information, I.

Analyze the responses and go back
to the customer and say, I, I need

this and this and this, and by the
way, here's where you can get it.

Right.

That kind of stuff is
really, really inexpensive.

So I think eventually, and
I'm, I think I'm, I'm thinking

it's Mark Cuban, I'm not sure.

I think it's Mark Cuban that said, uh,
the effective AI in business is there's

gonna be businesses that are gonna be, uh,
using AI and continue to grow and thrive.

And then there are businesses
that will be no longer.

It's gonna be that
important for many things.

Now, is it gonna be that important,
as important for a company that is

the sole provider of, um, of, of, uh,
sewage systems in the rural community?

Probably not.

Is it gonna be?

Absolutely.

'cause they've got a captive
market and their market knows them.

Right, or for doing like septic tanks and
stuff like that, septic tank servicing.

Uh uh, if you're out digging
water wells, maybe not.

But if that population grows and you're
digging a whole lot more wells, or

if you've got a whole lot more people
that are moving in, you're doing a

whole lot more pumping and you wanna
still do that, you want to grow.

There are all kinds of systems
that allow you to grow with

minimal additional overhead.

So, uh, and if you wanna reach
those customers, eventually

you're gonna be there.

Or some other larger company's gonna come
in and say, I can do something better and

cheaper and faster than he can because
I've optimized all my processes and all

my equipment and all this kinda stuff.

Then again, you're gonna be competing
against somebody that, that, you

know, sits a gun to a sword fight.

Reed: No, I love it.

That, um, I think that's a, I agree
with everything you're saying and.

And, um, you know, I mean, I'm,
I'm old enough to remember when the

internet started affecting businesses
and, you know, not old enough for the

phone, but I imagine that was pretty,
pretty similar, uh, but maybe over

a gra more gradual period of time.

But that, uh, AI is happening in such
a compressed time and it's so cheap

Scot: Yes.

Reed: that, uh, you know, I, I, I think
every business should be using it,

even if they don't feel they need it
or they don't have a great use case.

I think everybody should skill up.

just for the future, you know, it's
gonna change in, you know, every,

every week there's some new leap
forward and, uh, you know, you don't,

you don't want to be left behind on,

Scot: No, and that's, and
that's what was saying.

There's one's gonna grow and
keep, there's one left behind.

Reed: Yeah.

Well, well, sorry.

You know, sorry to cut you off.

I, um, uh, you know this, I love, I
love your anecdotes and, and you have

a lot of, um, a lot of experience
and I'm glad to, glad to have you.

I.

Now, tell me if you had, if a client
approached you said, I've had flat

sales, flat growth for, you know, the
past three years, and I don't know

how to get out of this ru, I don't
know how to start growing again.

You know, I get some clients, I lose
some, what kind, what, what would be

your initial approach to that situation?

Love it.

Scot: I mean, thing is that the, the, the
availability for AI enhanced marketing

efforts out there right now, right now.

For being able to generate
for free amazing messages.

Having your copy written by ai,
telling AI that it is a, you know,

a, a a a, copyright, you're writing
something and this is your audience.

So, so think of yourself as being
this audience and generate a prompt to

gimme a great thing for this audience.

You can have a prompt for AI right now,
which is the way of telling a what to do

right, to become a expert, prompt writer.

And it's smart enough to do that
expert prompt writing to write the,

the perfect prompt for you to be able
to break through those limitations.

So, while marketing is not, I mean, I've
been to marketing and business school and

stuff like that, and I've been more on
the IT and operations side in my career.

So that's really what I, what I sell.

But, you know, marketing 1 0
1 type stuff is, is getting

your message out there, right?

And there are so many ways of getting
your message out there right now.

That are, that are AI to
enhance what you don't know.

Maybe you're not a wordsmith.

Well, I can guarantee you that
Claude is a great wordsmith.

Right.

If you want Claude to play a role
to be an even better wordsmith

for a specific type of audience.

Like let's say you're an artist, you're
representing an artist, a painter, and

and, and they're pretty good, but they
don't have things out there, right?

How do, how, tell Claude to
say you are now a, uh, uh.

Um, a, a wealthy art collector.

So think in terms of wealthy art
collector and now how, how should you be

approached with this, uh, new collection
of art that we have coming out that

seems to go in your general taste, you
know, and have it generate messages

and have it generate ideas for you.

And sometimes all it is, is it, it'll
say something that now puts you on

another part of your own intuition.

Of course, if you're an artist, you've
got, you're relying a lot on that anyway,

your own intuition to say, I've got it.

You have an aha moment.

And sometimes those aha moments come,
but sometimes they're triggered.

Sometimes they happen.

'cause you see one thing and
it, it, it sets your mind

off in a different direction.

And that different direction
sometimes is what works.

So breaking through, and I'm sure this
is all stuff, Reed, that you know, right,

this is, this is the stuff that you do.

And so that's why I'd say,
you know, here's some basics.

Talk to Reed and he'll
help you put 'em together.

Reed: Well, I appreciate the plug and um,
you know, we'd absolutely love to help.

But Scot, I feel like you have,
uh, such great expertise and,

uh, have, have brought up so many
points that, uh, you know, a small

business just doesn't think about.

You know, they, they are.

Scot: They

Reed: trying to

Scot: dunno.

They dunno.

Reed: get through their day, but,
but they don't realize the, uh,

growth potential and the cost
savings that that can be found.

And, so Scot, let me, let me ask,
uh, where can listeners reach you if

they'd like to learn more about you,
your background and focal dynamic?

Uh, where would be the best place to find

Scot: Well, I've got the,
I've just started on my focal

dynamic site on LinkedIn.

Uh, the website, focal dynamic.com

is probably the best.

Uh, it'll be undergoing some changes.

I.

Uh, it was originally the copy
was written by my, uh, lovely

assistant to whom I also married.

Um, and she's a native Spanish speaker,
but she speaks English better than most

Americans, I think, better than I do.

Anyway, um, wide, vocabulary wide.

She was a journalist
in, uh, in, in Columbia.

So, uh, she's the, the, a
wordsmith on her own right.

And she's a writer.

Um.

She has a couple of superlative
things in there that I think I

need to tone down a little bit.

Like she says, I know better than anyone.

No, no.

That's a Trump type statement.

I don't make those type of statements.

Um, but I do know a thing
or two about a thing or two.

Uh, so focal dynamic.com,

it has, uh, a phone number on
there where you can leave messages.

Um, you can connect
with me there via email.

Um, I'm also of course on
LinkedIn as, uh, linkedin.com/in

Scot Nara, Scot spelled with one T.

If you spell it with two, there
is a Scot Nattrass with two T's.

We're friends on Facebook.

We have no relation right.

Reed: Interesting.

Scot: a one T Scot Scot Nattrass, uh,
and, uh, you know, you'll have it here I'm

sure for your viewer is properly spelled.

Reed: Yes,

Scot: Um,

Reed: Yeah, I'll, I'll
have it in the show notes.

Absolutely.

Scot: yeah, so that's

Reed: great.

Scot: to get ahold of me right
now and, uh, and look forward

to having those conversations.

Reed: Thanks so much, Scot.

You know, and I, I would recommend to any
small business that is struggling with

growth and the maybe getting overwhelmed
with the, uh, business tasks or feel

like they're, losing money like a siv.

These are, these are, uh, great
conversations to have with Scot.

Uh, thank you so much for
joining the podcast today and,

uh, hopefully we can talk again.

Scot: I am happy to.

Thank you.

Reed: Alright, thanks.

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