Let's talk about biases,
because I think that might be
an obvious thing where there could be
a divergence between a full-time operator
and service provider, a fractional integrator.
Because just thinking this through,
full-time operator, you know,
they're probably biased to do a good job
and get high praise that motivates them
to do even better.
And of course, they're going to want
to put their hand out for a stake
in the business, and they would like
to create an environment where
they really are required for the long haul.
But I wonder if that's different
for a fractional integrator?
Yeah, so okay, that's another golden question.
I'd say I'm obviously biased
because I am a fractional integration service.
But I would say, being a service
our motives are definitely different.
A full-time operators, yes, they've got
a stake in the business,
but they might benefit from entrenching
themselves into the business and processes,
and making themselves indispensable,
which can lead to them being a key person risk.
Our motive as a service is
to make ourselves redundant.
We want to make it a team-run business.
And a team-run business can be achieved
when the processes have been systemized
in such a way that team can just easily
upskill and bring in someone else.
So if the visionary wants to bring
on a full-time operator,
we're not defensive about that.
We're there to help them to transition
a new operator in as easy as possible,
because all of those processes should be in place.
And we can be there in the background
to help ramp up that individual.
So it sounds like if you weren't sure
whether you need a full-time operator
or a fractional integrator,
it sounds like a fractional integrator
is a safe and effective precursor to
figure out if you need a full-time operator or not.
And it does make me smile,
this motive of yours, because when I quit my job,
you know - and I have both done that, thankfully -
when I was the general manager,
my goal was to make my role redundant.
That was the epitome of success.
My managers showed up, they knew what to do,
they led their teams, the teams were on fire,
we had no drama, everything's working smoothly.
And I could just walk around the dealership,
check the numbers and stuff.
And it was like steering, you know, with your finger
on the steering wheel of a Formula 1 car
doing 350 kilometers an hour.
That was perfection.
It also meant that I had to consider
my next mission, which, thankfully,
I was able to provide my own safety net.
But that was the thing that is hard.
And you see that often with team members,
they're not so into that, unless
you create the environment where
it's safe for them to do that.
In my business, for example, if my team got
so good at something, we no longer need to do it,
then we'll just find new avenues for them to explore.
Like, they'll always have a role within the business.
And I think that's the thing with a service.
It's rare that you'll find a service provider,
like, I'm thinking of lawyers, especially,
they like to create more work
so that you keep having to pay them.
So it's good when you find this business.
What would possibly be your motivation
for going into a company saying,
Our success will be when we're no longer
required by this company?
Well, that's a good question.
We'll, our businesses mainly acquired through referral.
So there's our motive right there.
A glowing reference from the founder,
where we've gone in and done a good job.
And they know our capabilities.
It sets us up very nicely for the next piece of work.
And as I mentioned earlier,
the other thing we can offer is
coaching and mentorship.
So if they want someone else to drive,
if they want a full-time operator,
we can be there in the transition period,
not driving, just there as a support
to help bring on the next person.
So there's our motives right there,
more business, and continue to support
the business in the background,
if that's what they'd like us to do.