On today’s Lunch with Norm, we discuss how to delegate your eCommerce business. We find out what kind of work an entrepreneur should start delegating first. Learn if virtual assistants should be doing a variety of tasks or stick to specialty. Serial entrepreneur, father, and husband Trent Dyrsmid is the founder of BrightIdeas.co, Flowster.app and a 7 figure eCommerce business. Trent is passionate about sharing his knowledge from almost 10 years of digital markets to make businesses scale. Trent’s current company ranked 254 on the 2019 Inc 5000 list and 622 on the 2020 Inc 5000 list of America’s of the Most Successful Private Companies.
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Episode: 234
Title: Norman Farrar Introduces Trent Dyrsmid – serial entrepreneur
Subtitle: “How to Create Scalable Systems for Your Amazon Business”
Final Show Link: https://www.youtube.com/watch?v=Kdz4NGuoB9c
Back on Lunch with Norm…On today’s show we talk about delegating your eCommerce business with automation. Trent Dyrsmid is a father, husband, and serial entrepreneur. Founder of BrightIdeas.co, Flowster.app and a 7 figure eCommerce business Trent is passionate about sharing his knowledge from almost 10 years of digital markets to make businesses scale
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Norman Farrar 0:02
Hey everyone I’m Norman Farrar, aka the beard guy here and welcome to another lunch with Norm the Amazon FBA and Ecommerce podcast.
Norman Farrar 0:22
Okay, I told you today’s gonna be a great show. On Friday, we announced that we’re going to be talking about systems and scalability. So today how to create scalable systems for your Amazon business. Our guest is the founder of bright ideas.co flusters fluster dot app. And he is a seven figure ecommerce business. With almost 10 years of experience with digital marketing and E commerce. He has got 34,000 followers on YouTube 200,000 on Instagram, and to inc 5000 awards. So I am very happy to welcome Trent Dyrsmid to the show today. But before we do that, just a quick word from our sponsor. Thank you Zita. CO for sponsoring this episode of lunch with Norm. Are you looking to take your ecommerce business from local to global, you can with the help of z and their brand new app. That’s right, you can track live shipments with push notifications. Get detailed lead times for each stage of your shipment, and store all compliance and VAT reclaim documents in the palm of your hand. All while listening to lunch with Norm. Ready to expand your Ecommerce empire. And take your Amazon FBA business global. Use the link in the description to learn more about Z’s new app that’s now available on desktop and mobile. That’s zee.co. ZEE.CO. Okay. So where is the squire?
Kelsey 1:59
And that’s me. Hello. Hello. Welcome everyone. And yeah, it’s gonna be a good show today can’t wait.
Norman Farrar 2:07
The best giveaway is, I mean, this is fantastic. We talked about great giveaways. But for any Amazon seller, I think you’re gonna be blown away by the giveaway today. So stay tuned.
Kelsey 2:21
Stay tuned and smash those like buttons, give us those thumbs up, you’d really appreciate it. And before we get started, just want to do a quick shout out to our beard nation. So welcome, Mark. We’ve got Andy DK, Kim Howard. Simon, it’s good to see you. How are you all doing? And let me see if you’re interested in being part of the community, just head over to our Facebook group lunch with Norm Amazon FBA and E commerce collective. It’s a totally free group. It’s just a great place to kind of meet up with everyone and yeah, be a part of the community. Also, if you’re interested in our membership program, you can go over to the lunch with Norm website and click on the membership tab at the top. And you’ll be taken to our screen where you can see the different tiers that we offer. And our highest tier is a bunch of q&a sessions with me and Norm monthly. So we get three of those a month along with a guest lesson. Sop, you get mugs, or one mug, and some m&ms, you got a whole bunch of stuff, and it’s all given to you. So definitely check it out if you’re interested. And also welcome near. It’s good to see you again. And yeah, we can get started.
Norman Farrar 3:35
Alright, so if you do have any questions, just throw them over in the comment section. So sit back, relax, and enjoy a cup of coffee. Welcome, Trent.
Trent Dyrsmid 3:46
Hey, norm. Thank you so much for having me here. I finally hit the big time. Oh, yeah.
Norman Farrar 3:50
Right. Yeah. We got to send you a mug. Cool. So it was you know, we had a chance to talk a little while back. And it was really great to sit down and talk to you. I love that you’re a systems person. And you know, just sitting there and you blew me away like I was going through flow stir, and just checking out some of the workbooks that you have. And they’re I think they’re called workbooks, is that right looks playbooks. But they’re fantastic. So I do want to just touch on just briefly and then we’ll touch on at the end a bit more. But can you tell us a little bit about yourself and what you do?
Trent Dyrsmid 4:30
Sure. So I’ve been an entrepreneur for a long time. Start built started my first real company in 2001. Sold it in 2008 for just a couple of bucks shy of $1.2 million. And for a kid that grew up with no college degree and parents that were on welfare. That was kind of a big deal for me. And that really just adjusted course, on the remainder of my life since then, because it gave me a mindset that I’ve been using Since then, and obviously gave me some capital. And so after selling that business, I discovered the internet. And I was fascinated with how to make money on the internet in my very first thing actually was being an Amazon affiliate. That was way back in like 2010, I believe. So fast forward through, you know, roughly a decade. And now I’m the owner of a seven figure, as you mentioned, ecommerce business where we partner up with brands on Amazon, that’s actually not even my main business, I haven’t had an active role in that company now for about four years or so. But it is the one that one those in 5000 plaques. And the success of that business combined with a little bit of luck, and, and some opportunities led me into becoming the founder of floater. And fillister is a is a process management software application where we publish a great deal of process templates, and then we bundle them up together, and we call them playbooks. And our customers find great value in these because it allows them to accomplish really, I think two really important things. One is, how do I get my new people up to speed really quickly. And then number two is, I’m the founder, I’m working too hard, I do too much stuff that I would really like other people to do, for me, make it easy for me to delegate work to other people. And a lot of times the other people are virtual assistants, because for us small business owners, that’s a very affordable form of labor. So we’ve become pretty much the leading platform for people that are in the E commerce slash marketing agency space, who want to to solve problems that that are like the ones that I’ve just described.
Norman Farrar 6:43
I got to know about flocert, Steven Pope was on and he was talking about some of the processes he was using for keyword research. And he published a flow, and it was fantastic. So this is great. It was a complete fluke that we actually ended up talking and found out that you were the owner of flow, stir it was. I mean, that was great that we got to talk about it. And I can’t wait to use the product, I have not used it. But I know a lot of people that have used it, and they just rave about the product itself, and the time that they get to save and the quality and the consistency of the work by using it. So we are our SOPs take a lot of time to put together. And I was talking to our team this morning, because I knew we were going to get on with you today. And I bet you we could save a ton of time by taking a look at the product. So that’s later on. Let’s talk about this. First of all, I rarely do this. But at the beginning of the podcast, I usually forget. But you’ve got an awesome, a really awesome giveaway for Amazon sellers today. You want to just let us know what that is.
Trent Dyrsmid 7:59
Yeah, so it’s my flagship product for Amazon sellers. The acronym for it is webs stands for whole wholesale e commerce business system. So my particular Amazon business, we’re a reseller. And back when I started the company five years ago, before I had a software company and before Webb’s even existed, I knew from being online for a lot of years and using virtual assistants for a lot of years. And having read the E Myth, I knew that it was critical to have standard operating procedures for all of the stuff that I wanted my virtual assistant team to do and ultimately for my employees to do so when I launched my Amazon business in the fall of 2016. I was super focused on writing all these SOPs. We did 1.1 million I think in our first year and then over the next three years, we grew to over 3 million bucks. And a year after I launched it, and I’m sorry this is long explanation but it no needed for people to understand the product. A year after I launched it. I was invited to a conference and I got up on stage and I was there was about 500 Other Amazon resellers in the audience and I was tell I said hey guys, I’ve got nothing for sale. I’m just gonna share with you how I how I got all this growth. So I gave the whole talk. I’m talking about all these SOPs that my team and I’ve spent like a year developing. And when I got off stage I was literally mobbed by people. They all said the same thing. I love the idea of having SOPs I know I need them. I am I but I don’t know how to make them and they sound like they’re really time consuming to make. Could Could you maybe just sell me a copy of yours and you know on the first person asked that I didn’t think much of it. But when everyone kept saying the same thing, I thought oh, well, I guess maybe there’s an opportunity for me to take my SOPs and make a copy of them and turn it into a product. Well, lo and behold, we ended up selling millions and millions of dollars worth of those SOP s at 2500 bucks. To pop to quite a few people. And so that’s my free product, I’m going to give away one copy of webs, which normally sells for 2500 bucks to to whoever in your audience that you pick.
Norman Farrar 10:12
So it’s basically a complete list of SOPs for Amazon sellers.
Trent Dyrsmid 10:17
They’re all fully customizable, excuse me. They live in the floater software. So you do need to have a floater software subscription for that. But flo cert is not too terribly expensive. And we can probably come up with a like a coupon code to give people like a six month free trial or something, I’m open to doing that. So Alright, that’s enough paying money upfront to get the free thing. And the thing that I want people to understand is the SOPs, and it doesn’t matter where you get your SOPs, anytime, unless you’re making them yourself, you’re always going to have to customize them a little bit. Or some, you know, some section could be not exactly the way you want it, because it’s the way that we wanted it. But it’s a huge jumping off point. If, as you might imagine, if you had to write, say 80 SOPs from scratch, that would be really time we mean, you know, you said how long it takes you to make your SOPs. Versus if you just had to click the Edit button and make a couple of changes here. And there. There’s a big difference in the amount of time that one of those takes versus the other. And that is the greatest value of webs is it gives people a huge jumping off point. And we do have people what actually one of my favorite customers is this guy by the name of Warren Carter. He didn’t feel the need to change anything. He just used them exactly as they were provided to him. And he did 500 grand on Amazon in his first year. So he’s pretty still Wow.
Norman Farrar 11:43
So if you’re not excited yet, I don’t know what’s gonna get you excited. $2,500 SOPs that are pre written aid. That’s crazy. It really is crazy, especially knowing how long it takes to write SOP. So that is hashtag. We’ll have Kelsey and tag to people. And you’ll get an extra entry today. So that’s just awesome, Trent. So let’s talk about I just saw something come up about the E Myth. So the E Myth, you read the E Myth we talked about, I read the E Myth, I went through the E Myth Academy. That was a really a changing point in my life when it was when I was dealing with business. So let’s talk about the process. Why is this so important? Even reading the image just going by the E Myth read it, it’s still valuable today. But as a starting point, how, how our processes that important?
Trent Dyrsmid 12:40
Well, as Michael Gerber explains in his book, which I think I read back in, like 2003, or 2004, so like 100 years ago, most small business owners get into doing whatever they’re doing, and have a love of the craft. I love marketing. So I started marketing agency. I love ecommerce, or I love making, you know, whatever the thing is you want to make, so you start selling it on Amazon. And what will happen is that as you start to get traction in your business, you actually then become the bottleneck of your business, because you haven’t formed the habits of leadership, that are required to scale your business beyond, you know, a certain level and for every business, whatever that level is, is different. But generally, it’s going to be a couple 100 grand a year, maybe maybe a million depending but but that’s pretty unlikely. And so as small business owners, we get, and then we start getting, you know, too much work, we have what I call entrepreneurial freedom, the freedom to work 24 hours a day and on weekends, and sacrifice everything to try and make this business go. And the downside of that, of course is then your business starts to suck the life out of you. And then there’s all sorts of negative repercussions on your emotional well being your health, your family, of becoming a slave to your business, instead of your business being a slave for you. And so the key out of that penalty box, is to start to build a team. But if you haven’t built a team before, like many founders, well, then it’s they don’t even know how to do that. Because they don’t know how to hire the right people. They don’t know what kind of people they need. And then they don’t trust that those people are going to do the work as well as they can do it themselves. Or and I hear this one all the time. You know, writing an SOP for insert whatever example you would like will take me an hour but I can do the thing in 15 minutes, so I’m just going to do the thing. But the problem is, is then you’re stuck doing the thing over and over and over and over over and over again. Whereas if you Just take the hour, your return on your investment of time is, is infinite, because then you never again have to do the 15 minute thing I like to use as an example of this to really bring it home for your Amazon sellers is when I started my Amazon reseller business, the very first phase of sourcing a product is to do a search on Amazon and find products that meet your criteria, and enter them into a spreadsheet and run them through these filters. And we would do this by extracting using a tool to extract all the products that were in a competitive seller’s store, like it was really like step one, step 2345. And you didn’t have to have prior experience. But you needed really clear instructions. And I looked at that. And we’ve done that process now, that literally 1000s of times in the last five and a half or six years. And I thought I don’t want to do that. That seems just horribly boring to do over and over and over again. So that’s why I took the Gerber approach. And I decided I’m going to do this like one time. And I’m going to document the heck out of it. So that when I’m done, I don’t ever have to do that again. And then you can just take that lesson that mindset and look at every other area of your business, of which there are an endless number of possibilities to do this, and just reapply that same formula. And we can talk about as many as you would like or go down as far down that rabbit hole as you’d like. But I hope I did a good job of answering your question, of course.
Norman Farrar 16:40
So going through that first one, and what I found is, okay, you spend the time you spend that hour to do it. But a lot of the times I think some of the hiccups for the first time when you do it is that you rush through it, and you miss a lot of points. So what happens is the VA, when you hire them, first have a bad SOP to work from. And secondly, usually are not properly trained. And so all of a sudden, now you’ve got a VA that’s not performing properly, you, you have to take the work back, because you’re the only one that can do it. You get rid of the person and he says it’s just a roller coaster goes up and down and up and down. Because you’re just not hiring and training properly. So I think what’s what’s really important is that detailing every little thing if you have to move your cursor up to the right, move the cursor up to the right, drop down to and, and then train go through the process with with the VA. And if they make a mistake, you don’t jump down their throats. I mean, it’s usually training I’ve had, I’ve done some really poor hiring. And I learned very quickly that it usually comes back on me if the SOP is not working or the person makes a mistake. But people make mistakes and you can’t jump down their throats.
Trent Dyrsmid 18:13
Yeah, we have a little phrase that we say it’s the Mom Test. If your set of instructions in your SOP are not detailed enough that your mom could do it without asking you 17 questions, then your SOP is not ready. Very good. It’s just like what you said, make sure you leave nothing to doubt. Every screen is screenshotted, big red arrows, click here, then click here, then do this, then fill this in, here’s what to fill in, then click here, then click here, then do this. If you do that, and this is why people this is why people bought so many copies of webs is as you might imagine, building those SOPs is very time consuming. And and so people either don’t build them, or they try and make little training videos, which if if you want to talk about that I can talk about why putting SOPs and training videos is just a bomb waiting to go off. Or they buy premade stuff.
Norman Farrar 19:16
Right. So let’s go back. A lot of a lot of listeners will this is a repeat. But let’s go back to the VA process. How do you how do you get that right VA to work with or when do you know it’s the right time to outsource to a VA?
Trent Dyrsmid 19:37
So that’s a great question. First off, let’s figure out answer the question Should this be something that a VA should do? So again, I have a litmus test for that. If the task is something that is reasonably linear, in other words, it’s step one, step two, step three, step four, and it doesn’t really acquire in the middle of those steps. If it doesn’t require judgment that comes from years of experience, then it’s probably really good to be delegated to a VA. Whereas, if at each step along the way, in need judgment that comes from years of experience that’s really hard to document in an SOP. There’s just there’s too many variables. So that’s the first thing. And then, the second thing is the hiring process. We see people do this wrong in every way, come Sunday, oftentimes, so what we do is, first of all, we build a filtering system. And my wife is the one that handles it. But it’s essentially, I think, it’s a Google Doc or a Google Form survey or something a form where people have to come off of Upwork, or online jobs.ph. And they’ve got to submit their application on this Google Doc Google form that you’ve created. And the reason for that is, you just want one place over which you have control where you can review all these applications easily. And I know for my wife, she doesn’t really like the interface of how you get so many applications in Upwork, or online jobs. So it gets messy. So you want to avoid the mess. And then second of all, one of the things that we always do, too, because because you want people that pay attention to instructions, pay attention to detail. So near the job, the bottom of the job posting will tell them that you know, in the first sentence of your application, or your cover letter, you need to include like the word blueberry, or whatever it is, so that if the word blueberry is not there, you know, they didn’t really read the instructions. And so there’s no need to even review their application because people don’t read instructions aren’t going to be good at following SOPs. And then the other, I think, last piece of the puzzle that makes it so that we succeed with virtually every hire is we don’t do a traditional interview. We don’t, you know, do a zoom call and tell me about your career and tell me what your aspirations and so forth. Instead, we look at these pile of applications, and we pick five, and we’ve already got an SOP, and we just pay him to do the SOP, like that’s the interview, they’re gonna pay you to do the thing. And what you’ll find every time is that one or maybe two people out of those five. And Oh, one other little trick. Because you want to make sure this is an honesty test. You’re going to tell them so let’s say your SOP, you know it takes 15 minutes to do it. You’re going to tell people it’s going to take an hour. And then you’re going to see who’s just sucks up the whole hour because you told him it was going to take an hour. Great idea. Yeah. So then out of the your five, one of them, at least one of them. And if it doesn’t work, if you don’t get one, then go back to the trough and do what I’m explaining a second time, but you probably won’t have to do that. One of them is going to do it the fastest. They’re not going to take the full hour. They’re going to do it with the fewest questions and the highest level of accuracy. That’s your hire.
Norman Farrar 23:10
That’s crazy. I’ve never heard of. That’s, that’s great. I love the honesty test too. Oh, that’s something we got a I don’t know if anybody else does anything like that in their hiring practice. But that is the first time I’ve ever heard of that. So Oh, that’s great.
Trent Dyrsmid 23:25
I learned something your wife deserves credit for that one. That was not my idea.
Norman Farrar 23:29
Oh, that’s fantastic. So hey, if you’re listening, and you’re not using SOPs, I want to know why love to hear from you. And if you have any questions, please make sure you put it in the comment section. So you train your VAs to do SOPs for you as well.
Trent Dyrsmid 23:52
We did. Yeah, what you’ll find is that VAs actually like SOPs, and employees like them too, because it makes it easier for them to do their work. And so, SOPs are not static documents. This is this is one of the reasons why training videos are a horrible way to put your SOPs in place because you have to edit them on an ongoing basis and who wants to edit video it’s very time consuming. But in fluster making an edit takes seconds. Or even if you’re using Google Docs, and you needed to replace a screenshot. So when I don’t want to go too far down that rabbit hole so we answer your question. So the reason that we can have people create our VA s for us is because we have a culture, we’ve deliberately created a culture of we have to have an SOP for everything. Like literally everything if it’s if it’s something you’re doing one time and you’re not ever going to do it again. Well, that’s not a process that’s a project but a process by its very definition is repetitive and it’s it’s a violation of our terms of service of our company. culture to do a thing over and over again and not have an SOP for it. So it’s just understood that if you’re on our team, you are going to create and maintain your SOPs for that or areas of the business that you’re responsible for, on an ongoing basis. So some VAs much like, just regular US workers, they’re more senior, they’re smarter, they’re they have higher aptitude for for this type of thing. And you’ll find that out when you employ multiple vas, you’ll see which ones are kind of like your, your cream of your crop, so to speak. And they can be very good at creating SOPs now. Even if they don’t understand, even if they don’t understand how to do a thing, that doesn’t mean they couldn’t create an SOP for it if you gave them really great raw content. So in the case of, you know, you feel like, like I don’t, I don’t want to make my own SOPs anymore. So I might just find a video or a blog post. That’s very how to focused. And I’ll, I’ll give that piece of content, and maybe I created the video. But I’ll give that piece of content to my VA. And I’ll say fluster eyes this and they know what that means. They know that they’re going to watch the video. And they’re going to take all screenshots out of the video, and they’re going to put all those screenshots in the flow, stir, and they’re going to type the words because the video would have a transcript. So they’re gonna type the words in, because the actual process of flow satirizing and SOP is mostly just a big cut and paste experiment. The thing that’s tricky was creating the SOP process, whether you created it in fluster or Google Doc or a video or whatever, the knowledge, they don’t, they don’t have to have the knowledge to be able to convert the knowledge into a fluster SOP. Hopefully that answers your question.
Norman Farrar 26:59
Yeah, it does. But the other thing I’m kind of interested in, because when, when you hire a contractor or a va, a lot of the times it’s a general hire. And a lot of people want that general VA, to be able to specialize in everything. I don’t know about you, but I’ve never found a VA no matter what I pay them to be an expert in everything.
Trent Dyrsmid 27:28
Yeah, I would say that’s an unrealistic expectation, it’s no different than expecting an employee to be a general employee, like I want you to do legal, I need you to do operations, I want you to write some code and then build my marketing funnel for me, like, Who would do that? Just not realistic. You will find though, that with VA is much like with employees, some of them, they do have a higher aptitude for a wider variety of tasks in various buckets or departments in your organization. And that’s great when that happens. And give them that responsibility so that they remain intellectually challenged. Because when people get bored is when they leave. But then much like, you know, US or Canadian employees, you’re gonna find some people that they just want to do the thing over and over so they can get through their eight hour work day, or whatever it is, and go play with their kids. Okay, so those folks just keep doing the same thing over and over again. Right.
Norman Farrar 28:32
Okay, so I know for us, we tried to, we tried to find specialists. So there is the first VA that we hire, usually as a full time VA, even if we can only give them 20 hours worth of work, we want to make sure that they feel secure, protected, and that they can get started. But for them to know Google ads, or Facebook advertising or whatever it could be, we can train them. But that’s when we will go out and try to find somebody else that might have that specialty. And we might only use them five or 10 hours during a month. But at least we have a specialist and we don’t have to. I guess what I’m trying to say is we try to hire smarter, right? I don’t know at all, I can’t know it all, I have to have somebody that that knows processes better than I do for that particular task. So it is it’s not a one time thing, at least maybe when you’re starting out you have a single VA, but I found now that we go very broad and we might have I know how many we have. But you know you might have 10 or you might have 15 but it’s it sounds like a lot but it really isn’t because you’re just outsourcing to different contractors to help you get through the processes. And one of the things we just hired. An SEO specialist was great because her task is to write the SOP Yeah, publish them on in teamwork, we use teamwork. And, you know, now we have this consistency that we can always draw back on.
Trent Dyrsmid 30:10
Yep. And we do. The last part there that you just talked about is what I would encourage everyone to do. There’s definitely nothing wrong with hiring a specialist, assuming you’ve been able to vet them, and you know that they’re actually good at what they’re doing. Right. Because, you know, that’s not always the case. But I would make it a part of the agreement, when you hire them, they have to create the SOPs, because what you don’t want is if that person becomes unavailable, for whatever reason, hit by a bus or, you know, abducted by aliens, that you still have access to the intellectual property that you paid them for. Right. And if you have a contractor is unwilling to do that, then you have the wrong contractor, in my opinion, go find a different one. Because I think most people would be willing to do that, as long as they are feeling as though they’re being fairly compensated for doing it. And that’s not to say that you’re not going to have them. I mean, again, case by case scenario, maybe your engagement is your, I want you to do this thing for me three times, create all the documents, and then I don’t need you anymore. And they’re okay with that. So you compensate them what they felt was fair for that gig and off they go. Or you might have them doing that on an ongoing basis. Those are judgment calls that you as a manager need to make. But absolutely, I encouraged to always get that SOP content created by these specialists whenever you can, because in some instances, you will then be able to start to delegate off some of the portions of what they were doing to maybe that don’t require the judgment that comes from years of experience, to less expensive people on your team. And that’s always the name of the game, or in the business of trying to maximize profit. Profit is the universe’s way of telling you that you’re adding value to the world. And so you got to keep your expenses low to do that.
Norman Farrar 32:03
Very good. Now, before we get to the next question, I just wanted to remind everybody that we’ve got a fantastic giveaway today. It’s true, it’s $2,500 worth of SOPs for Amazon sellers. So if you’re interested in that, just imagine the time you’ll save on it. It’s crazy. So $2,500 worth of the flow stir SOPs made specifically for Amazon sellers, as hashtag we’ll have Kelsey, take two people, you get a second entry. And Kelsey, can we have another word from our sponsor, please? I wanted to give a quick shout out and say thank you to global wired advisors for sponsoring this episode of lunch with Norm. Global wired advisors is a leading digital investment bank focused on optimizing the business sales process. For more information, please call Chris shuffling and his team over at global wired advisors.com. Okay, fantastic. So we’re back. And let’s talk about the next step. So you’ve got the the SOP, it’s been made, maybe the VA has done it. But how do you know? Or how do you test to make sure that it’s done properly?
Trent Dyrsmid 33:21
Well, I mean, you could run yourself, you could run through it yourself on time, probably not the worst idea in the world. You could have someone on your team work their way through it, and just see what the outcome is. Was there? I mean, there’s, there’s, I guess two ways you’re testing a VA, VA and SOP. Number one is, was it clear enough so that whoever works their way through it was able to do so without asking a bunch of questions. And each one if you do get questions, by the way, it’s your opportunity to make improvements to your SOP. But then it still doesn’t mean that the the SOP means the SOP is clear. But it still doesn’t mean it’s a good process. Because if your processes flawed, then the results will not will not show up, for example, you could have a bad advertising strategy with a great SOP that describes in great detail the way to do it wrong. Does that make sense? Yeah. Yeah. So you need to make sure that both the process itself is proven. And your documentation of that process is clear and concise. Okay.
Norman Farrar 34:29
So, one of the other things I was wondering about, and I know we touched on it, but can we talk about maybe a couple action steps on how you can automate and delegate the processes in your business? Yeah, sure. So I don’t know if you want to take it from here, but what are the what are the steps?
Trent Dyrsmid 34:50
Okay. So that’s a fairly broad question. It is. Let me I mean, I guess we could go back and talk about The aspect of sourcing products, because in my business and in everyone’s business, the more products that you have, the more revenue that you can generate. And I know with the web’s product, that is our giveaway for today, the section of that product around the concept of sourcing is really the biggest area of value for the people that bought it. Now, if I’m, by the way, as I’m doing this norm, feel free to interrupt me if I’m going down the wrong rabbit hole. And I’m not doing a good job of answering your question for what you had in mind, please, course correct me, and I’ll do my best, no problem. So to do that, in our world, was first off, find stores, existing stores on Amazon, that met certain criteria. And that’s sort of labor intensive, really redundant, or not really redundant, but kind of boring and really repetitive. So if that sounds like some other area of your business, hopefully, what I’m explaining can can be a good metaphor of how to solve the problem. So in my case, anytime I have a process that I wanted to personally create, I take my iMac, 27 inch screen and I put one browser on one half with whatever app, I’m going to do the thing. And then I’ve got flow, stir in the other browser on the other half. And, and by the way, we’re coming up with a Chrome extension in a couple months, it’s going to make what I’m explaining way easier and faster. But for now, this is how it works. So I’m doing the thing. Step one, take a screenshot some big red arrows, write some instructions, Okay, step one’s done. And then I go on to the next thing in the software, you know, I’m doing what I’m clicking here, I’m doing whatever, essentially, I’m just documenting that process. And I realize this answer sounds simple, which it is. And it’s fairly easy to do. But it honestly, it’s worth it, it’s worth the gold lies, because until such time, as you have gotten rid of as a founder, all that really repetitive stuff, that’s time sucking, you don’t create the time in your calendar to be able to work on the more strategic high value activities. So in my case, I knew that the the thing that I needed to do most it’s called the zone of genius, I needed to be on a zoom call, with as many potential suppliers per week as possible. Because every one of those conversations gave me a pretty good opportunity to convince them to authorize us as a reseller, or potentially the exclusive reseller of their products. Now, if I was the guy, doing all the research on finding those sellers, and then I was the guy doing all the product extractions to build the spreadsheet, and then I was the guy running the 20 point inspection or the four point inspection or whatever on those products to make sure to filter that spreadsheet down to the ones we really wanted. And then I had to find out the brand that made all those products, then I had to find out at the company, who should we probably talk to, then I had to find out their email address. And then I had to send them an email, I would have spent the bulk of my week doing that every week, because I timed it once it takes approximately 13 minutes of research per potential product. And in our case, we’d like to send 500 emails a week, because it’s a volume game. Well do the math on that, during enough hours in the week for me to do 13 minutes times 500 products every week, like it just doesn’t work. So again, I’m not I don’t know if I’m doing a good job of answering the question that you described. So I feel like I’m just want to take a pause.
Norman Farrar 38:58
Now. Again, the question was just if he could do action steps based on how to automate and delegate processes within the business.
Trent Dyrsmid 39:09
Yeah, and I guess the reason I’m struggling with that is there’s so many it, the question is broad. And and so I’m trying to be
Norman Farrar 39:17
why don’t we? Why don’t we narrow it down? Yeah. So to get started, we’ve got a lot of listeners here that are new or don’t have it, they do it all themselves. I know. You know, Kevin King. No, Kevin’s a very well known Amazon seller and service provider. And he did everything himself. And he had a huge operation, and I just don’t know how he did. I still don’t know how he did it. But I wouldn’t want to be that person. Yeah, I wanted to get as much off of my leg. I saw Simon say delegate delegate delegate, and that’s 100% what I want to do so let’s take some of the more basic rules. petitive tasks? And what would those steps be? To get you on your way to creating that SOP? So identifying the step one, identify the repetitive task, what would the next step be to finishing the SOP and giving it to your VA?
Trent Dyrsmid 40:18
So it’s actually disappointingly simple the answer to your question, so I like the acronym, do document delegate. So do it. While you’re doing it, again, going back to my monitor of having, you know, the monitor divided into into browsers or two monitors, whatever it is, make sure you’re documenting it as you’re doing it. So that way, you know, you can capture every single step. Because if you’re trying to document it from memory, like, Oh, I remember did that before and I kind of No, no, like, literally do it, so that you can accurately document it. And then immediately, as soon as you have first, the first version of your SOP complete, give it somebody else, because you can’t QA your own SOP. And in SOP cannot be QA or quality assured by just looking at it and reading it, somebody actually has to go and follow the instructions and do it. And then if that works, guess what, there’s one thing that you used to do that you don’t have to do anymore. So now pick the next thing. And repeat the process. And I hope I’m not disappointing your audience with the fact that you know, it’s not. It’s not the sexiest thing in the world. But I’ll tell you when you save all that time, and then you can invest that time to spend more time in your zone of genius. And your bank account gets bigger. That’s pretty sexy.
Norman Farrar 41:40
Well, on that note, first of all, I want to congratulate you. But second of all, I want to know how you leveraged Flo stir and your VAs to rank twice on Inc 5000. I mean, that’s an achievement.
Trent Dyrsmid 41:54
Yeah. Honestly, it was not any more complicated than DELIC, completely delegating the sourcing product process. So that for the first year, all I had to do was respond to replies in my inbox, and then get those people to book a meeting with me. And then I would just be like, put my sales guy hat on. And I would ask questions, and I would point out deficiencies with their listings and issues that I’ve uncovered. Then I would say, you know, can we have a trial of working with you? And they would say yes, or they would say no, if they said no, I would overcome their objections. And one in four times, I would convince them to say yes. And then even if they said, so here’s another element of saving time. So let’s say they say yes, well, what’s next, they’re gonna send you a wholesale account application, they’re gonna send you their price list, you got to do all you got to negotiate margin, I didn’t do any of that stuff. My VA would fill out the account application, somebody else on my team would review the price list and do all the analysis. And then they would come back to me with a spreadsheet. And if I had to try and negotiate better margin, then on my next call with that supplier, I would try and do that. But if if the margin was good enough, and a purchase order was going to be issued, again, I didn’t do that. Somebody else on my team followed yet another sop for issuing a purchase order. So I stayed in my zone of genius, I literally did nothing else in the first year, other than call after call after call after call with suppliers. And doing so I mean, we our revenue went from zero to over 100 grand a month in just five months. And in the wholesale. Now I’m not a private label guy. So you have to everything I’m taking there’s some version of it is true for private label, but it’s different because you’re not trying to get account wholesale accounts, we have to remember in wholesale is that one account can be worth 100 grand a month, just on one account. So I remember we we sort of cobbled our way to like, I don’t know, I think it was like 50 grand a month at four months. And then in the fifth month, I landed an account that was like a $60,000 a month account. Suddenly, we were over 100. But had I not been obsessive about literally delegating everything other than the phone call the Zoom call, those results would not have happened. And then so how did we sustain that? Well, obviously as those sales came in and cash flow started to build, I immediately started hiring more people. Now in my case, I didn’t rely exclusively on vas, because I didn’t want them all reporting to me. Because then that’s more day to day management stuff that I do that I didn’t want to do. So I started hiring us employees. And then Mike my wife got involved in the business and then so via employees would report predominantly to her, because I actually don’t really like having a lot of direct reports because at the end, it’s, it’s just more meetings in my calendar, it’s more time it’s more busy work that I don’t really want to do. And so we built a small team of mostly college graduates who didn’t have any experience in our business at all. But they were moldable. And they fit the culture. And they understood that this was a great experience for them to learn and to earn. And so they carried the flag and continued to develop many, many more SOPs than I ever personally developed. And the momentum for the flywheel effect kicked in, and things just kind of kept rocking and rolling. And after 12 months, I realized, okay, my baby knows how to run around the kitchen now. And I delegated myself completely out of the company, I didn’t have any more day to day role. And that was also that wasn’t. The reason for that was that I’d given that speech, and I’d gotten mobbed by all those people that wanted to buy copies of my SOPs. And that was when I was realizing that, okay, I’m going to build a software company, and I’m going to let my Amazon thing do its thing with my team running it, relying on my SOPs. And that business to this day, still produces hundreds of 1000s a year in profit. And it’s run by a half of a US employee and a small team of VAs and our SOPs, and my wife maybe works two hours a week there, and I work no hours a week in that business. So, without the SOPs, we would never have been able to get to that outcome. Oh,
Norman Farrar 46:34
fantastic. I’m gonna follow your footsteps. But anyways, I try. I really tried tread, but I always get sucked back in somehow. But anyways, I, I love it. I love hearing these stories. I love systems, I love processes. And I love exactly what you’re doing. So let’s get to some of the questions. Kelsey, any questions that have come in?
Kelsey 47:02
Yeah, so I think the first question that would be good to answer.
Norman Farrar 47:07
And yes, let Simon know that. There is probably an SOP out there to listen to lunch with Norm three times a week, but it wouldn’t be the same assignment.
Kelsey 47:18
But from jiska. Rabbits was asking so it sounds like we need to create a sequential punch list of tasks to begin with that correct?
Trent Dyrsmid 47:26
Yes, absolutely. Every every outcome in your business, every result is going to be the byproduct of you did this and then you did this. And then you did this. And then you did this. And the key. And there’s a great book, by the way. On this topic also called Built to Sell by John Warrillow. Because some people, some people believe that their businesses a snowflake, minds special, no one else’s businesses like mine were 100% unique. I’ve had people tell me that SOPs impede their ability to be creative. And every single time that happened, I’m talking to the founder of a company that is yet to crack a million dollars in revenue. And they probably never will. Right? Cuz you can have growth, or you can have control. But you can’t have both.
Norman Farrar 48:20
Well said, perfect.
Trent Dyrsmid 48:24
And I’m not saying you have to give up all control. I’m saying you have to give up some control.
Norman Farrar 48:32
Very good. And I’ll go back to what we said originally, a lot of those founders or people who are trying to trying to do it themselves. And they’re not taking the time to write the SOP and train properly. And they just go into that entrepreneurial roller coaster. And they keep firing their VA because they’re not doing it right. I think they fall into that category as well.
Trent Dyrsmid 48:59
Yeah, I’ve seen many times I’ve seen and spoke to people who, you know, Hey, turn, I tried a VA it didn’t work out. Because they tried to hire a VA with supposedly experience in the area that they were hiring for. They did not provide them with an SOP. Maybe they provided them with a training video, which was high level and not super detailed. And then they sat back with unrealistically high expectations and assumed that this magical new VA who supposedly had experience in this thing would go and just hit the bull’s eye on the target and get the result that they were after. And when that didn’t happen when when their expectations collided with reality. And results were subpar. They got frustrated. Tension ruined the relationship and ultimately the VA was let go. And they’re like see, I’m the only one that knows how to do this. So I’m going to do it myself. Dammit. Yeah. And you that is the that’s the kiss of death. As soon as you start thinking that way,
Norman Farrar 50:02
exactly. That’s a myth. A myth. Yeah. Gotta read it. Okay, Kelsey, next question.
Kelsey 50:10
All right. Do you hire VAs to work in teams? Is there an SOP they’re expected to follow as a member of the team? Or do you address that on an ad hoc basis?
Trent Dyrsmid 50:21
I think either way, is fine. In our organization, we don’t we don’t name a specific team that a VA is on. However, if that VA is just involved in sourcing products, I guess you could say they’re on the product sourcing team, even though we don’t say, Hey, you’re on the product sourcing team. So I don’t think that there’s a right or wrong way to do that. What’s important is that, again, I’ll be a broken record is you have great documentation, you have clear expectations on what the results are intended to be and the level of productivity like, how much time are they going to work for you that week? And what are the results that you’re expecting for them to deliver that week, given the amount of time that they’re going to work on the processes that you’ve provided them with?
Norman Farrar 51:03
Right, and within the SOP we at least for us, we always put exactly who they’re going to be reporting to, we don’t put the person’s name. We just put like, pm for project manager or SPM. You know, so people know who they have to report to.
Kelsey 51:19
Yep. Okay, and our last question, we’ve touched on it before, I’m not sure if there’s anything you want to add to this, but from Dr. Cause, 90% of sellers are small and solo. Given this backdrop, what are the first tasks? Would you recommend heading over to a VA? Also, what are the first few SOPs to start putting together?
Trent Dyrsmid 51:41
So Norm? Is your audience? We I don’t know. Is your audience an even match between private label sellers and wholesale resellers? Are they all wholesale or
Norman Farrar 51:50
probably more? FBA? Private Label sellers?
Trent Dyrsmid 51:54
Private Label? Okay. So a little harder for me to answer that question, because I never built a private label business. I dabbled in it before I got into wholesale and figured out that I didn’t like it. Because it didn’t it didn’t fit for, you know, my my mindset. So in private label, I would look at the, because launching a product starts with product research, right? You got to figure out like, what do I want to make of this product that I want to bring to market. So I would look at the process of that you go through to research, to come up with ideas, and then to stack rank those ideas, and then to research those ideas. So you get to the point where you’re pretty darn confident based on your own judgment and experience, that that product is going to be a success, I would unpack that whole thing. And figure out what part or parts of that don’t require the judgment that I have, from my years of experience as the founder of this private label brand. And if you’re honest with yourself, there will be parts that you can absolutely systematize especially like if you build a scoring system for your products, and then someone could and then you’re saying, Well, I want product ideas that match filter one, filter two, and filter three. So that’s linear step 123. And then you’ll put them in a scoring system, and then maybe the ones that achieve the top rank in the scoring system, then you’ll personally review those ideas and use your judgment that comes from your user experience to make the final decision. But all that legwork beforehand. That was one of the things I loathe about private label was just the whole research process was just really boring. I would figure out absolutely how to systematize that so that I didn’t have to do it.
Norman Farrar 53:52
And one of the other things that saved me a lot of time, and you know you think about Amazon FBA, but it’s other things like your bookkeeping. We I have person that will go and they’ll just send over any receipts that come in over to the bookkeeper. I don’t even see them? Well, I do. Kathy will put all the receipts, she tags them green, and it goes on to a spreadsheet. Instead of going into my inbox every morning, I could just very quickly look at what was in the spam folder, what was in what she archived, what was what came in payment wise and what’s going out. And she’s already sent them all over to our bookkeeper, and then they take the receipts, upload them into QuickBooks or whatever. And it just saves a ton of time. So
Trent Dyrsmid 54:41
I’m glad that you mentioned that because it’s helping me to come up with other thoughts about how to solve this, how to answer this question I would look at across your entire business like track your time for a whole week. Get a time tracking app and be diligent about tracking your time and then categorizing how your time is spent. And then when You’re done at the end of the week. Ask yourself of the buckets that you invested your time which of those buckets were in your zone of genius and which weren’t. And for the ones, for example, like checking Amazon account health, checking ad campaigns, dealing with Review Management, dealing with customer service inquiries, I don’t really think any of that stuff is probably in anyone’s zone of genius if you’re the founder of a private label brand, but it’s important stuff. And it’s got to be done. But why are you doing it?
Norman Farrar 55:29
Right? Yep, good point. Okay, Kelsey, was there any more I see Simon said something. I’m not sure if it’s a question in our statement.
Kelsey 55:37
Yeah, we have. So we have one more. From Simon, I’m guessing you need to have a clearer picture of the goal before you can start the set of tasks to achieve that goal. How do you set the goals in the first place?
Trent Dyrsmid 55:50
I wouldn’t, I don’t think Simon that I would call it a goal, I would just call it an outcome or result. So again, let’s use the Amazon account health as an example. I mean, I don’t think anyone has a goal of keeping it in the green, they just there’s no they need to do it. So then, and I, by the way, I have not personally logged into Amazon seller, Central and yours. So take everything I’m saying with a grain of salt, because this is not something that I personally do. But you need to keep your health account health in the green so you don’t get in the suspension. I know Amazon is much better now about warning you before as you are approaching the area where you put could potentially get suspended. And there’s going to be things in your account that need review maintenance to check on whatever. Normally probably you’re better at answering this question than I am. But you could build an SOP for that. And then you could say, well, this is the first thing you got to do. This is second thing you got to do. This is the third thing you got to do. And once those things are done here, your preventative health check is done for the day. And you can and you can move on to the next thing.
Norman Farrar 56:54
Right. I think that’s fine. I don’t I don’t think I have to add anything to that. Yep, perfect. Okay, so we’re winding down to the wheel of Kelsey, you’ve got about 30 seconds to enter. If you’re if you’re just listening now enter hashtag Willa Kelsey, for the complete set of work. My gosh, SOPs for Amazon. And that’s at a $2,500 value. So it’s, it’s a fantastic giveaway. Anyways, one of the things I wanted to talk about was your app. I know we’ve mentioned it, and most of the listeners know I don’t talk about app specific. But let’s I do want to talk about it. Because it is a fantastic looking app. Like I said, I have not used it. I’ve seen it. I’ve seen how it worked through Steven Pope. And then when we were on the call, you went and ran through it with me, and it was fantastic. I’m excited to start it.
Trent Dyrsmid 57:56
Sure. So the I think the first thing that people need to understand is the difference between project management and process management and why a project management app won’t work very well for process management. So a project because I use both I use fluster for process management. And I use another app for project management. So a process, generally speaking, you know all the steps in advance. In other words, you already know what’s involved in doing it. And you’re going to do it over and over and over again. Whereas a project is something typically, in my world, I haven’t done it before. It’s a business improvement project of some kind. And I’m probably not unlikely to repeat it over and over and over again. Now, as a result of a successful project, I might create some processes that I’m going to use over and over and over again. But the first thing to understand with flow, stir, and the last time I was talking to the president of a $10 million, very well known $10 million a year information and training company. And they were keeping their processes in monday.com.
Trent Dyrsmid 59:16
And Monday, much like every other project management tool, you can create a process and call it a template. And then every time you want to repeat the process, you can make a copy of the template and at first glance people think well what’s wrong with that? That seems to work. But here’s the rub. I’ll use a producing a podcast episode because it’s an easy way for me to explain this in my typical goto so I have in fluster. We have a template for and you could you could do this for keyword research. Let’s do it with for keyword research. It’s more applicable to your audience. So you have a template Influenster and this is Steve Pope collaborated with us on this For doing keyword research and optimizing a product listing. Now, for a typical Amazon seller, you’re going to do that a lot. Every time you do a new product every six months, every quarter, whatever you’re going to do that over and over. And if you have lots of products in your catalog, you probably have people on your team who are doing that concurrently, it could be happening in 10, or 12, or 15 instances at a time. So in flusters vernacular, we call every one of those instances, a workflow. So you’ve got your master template. And then each time you will for product one, you’re going to run a workflow, and you’re gonna follow the steps and product two, you’re going to run a separate workflow. And each of those workflows could be assigned to a different person and given a different due date. But here’s the big thing, the point I’m trying to make, if your process template changes, as they always do, because you learn a new thing, you discover a better way, you want to add a step, whatever, maybe you change your software tool in floater, when you’re done updating the template, fluster will automatically go and update all of those workflows, those active workflows that are based on that template. But in project management software, that doesn’t happen. So if you have made, say, 10 copies of your template, because you’re Optima, you’re concurrently or simultaneously optimizing 10 different products in your catalog. Those ones didn’t get updated, you have to manually go and copy and paste and copy and paste 10 times. That’s wildly inefficient number one, and number two, you’re just introducing errors, because the more times a human being is making clicks, they could get interrupted, sidetracked, gotta go pee, forgot what I was doing, came back and did something else. And then now, the people who are working on maybe five of those product listing optimizations are working from an outdated template, because the software does not have the ability to update them automatically. So that’s the big difference in what I call features and functions of the software. So that’s one of them really compelling reasons. And this $10 million company, when I when I showed him that he was like, we’re switching because he already understood that process compliance and change management when you have a lot of processes and in a $10 million company, a lot of processes. That was a big deal for him. Now the second really big deal about fluster is our template library, our marketplace. And I rather than call it a template library, I call it a marketplace because much like Amazon, anyone can put templates up for sale. Within fluster, we have third party sellers who have created templates and fluster, and then they make them available for sale for other people. So you can actually make money off of our software platform. But the big deal for new users, of course, is that we have hundreds and hundreds. Like we have the Amazon Seller playbook, which actually normally would be. So we have two versions of our Amazon stuff. The version if your most of your people are our private label sellers. Right. The better giveaway is the Amazon Seller playbook. The web’s thing is more for wholesale, so we can switch the giveaway. Perfect. Okay, very good. So in the Amazon Seller playbook, there are, I don’t know, 70 or 80, SOP, something like that.
Trent Dyrsmid 1:03:29
Yeah, I imagine you got to you don’t have anything, you get to create all that stuff from scratch. You’re talking months, months of effort to create processes, and then you got to hope that they’re good, and you got to QA them and improve them and so forth, versus just tapping into the fact that they’re already pre made for you. And even if they’re not exactly perfect the way you want them, because maybe you use this app instead of this app. And so you need to change a couple of the screenshots that are in the in the particular checklist, because you’re using Jungle Scout versus Helium 10, or whatever. Still a huge time saving versus creating all that stuff from scratch. And especially for people who have never created processes before. They don’t even know what best practices for creating a process is. So I’ve had people say to me, when I when I first created my fluster account, I downloaded a bunch of processes from the marketplace, not because I necessarily needed those processes. I just needed to know what a good process looked like. So that when I instructed my team on creating our own customized processes, we had a benchmark to compare our processes to, versus you know, if there was nothing that was in there, then it’s kind of like the wild wild west and you don’t know whether you’re using best practices or not.
Norman Farrar 1:04:42
Yeah, I love the library that you have.
Trent Dyrsmid 1:04:44
Yeah, it’s it’s probably the greatest asset of our software is that library and that library, the reason that we made it available for third party sellers to create and sell their content there is much as you might imagine, Amazon has is the world’s greatest selection of products, not because Amazon’s the seller of all of those products because they built a very popular marketplace that now lots of other people come and sell their products. And that’s the same exact goal that we have for the fluster marketplace. So we are continually forming new partnerships and continually publishing more SOP templates. And some of them are paid. But still to this day, the vast majority of them are at no extra charge over and above your fillister subscription. And you can get started on fluster for free last time I checked, most people could afford free.
Norman Farrar 1:05:34
I think I can. Alright, so that was a great description. Again, I all I can do is tell you what I saw and the vast opportunity if you if you have not started to create processes, check it out. I’m not making anything. I don’t have an affiliate account. So just check it out. I’m telling you because I liked what I saw. Okay, so let’s head over to the wheel of Kelsey. You’ve never seen this trend.
Trent Dyrsmid 1:06:02
Nope. First time for me. All right, here we go. All right.
Kelsey 1:06:05
Here we go. We’ll talk. All right. Hey, here we go. Thank you, everyone who entered. This is for the live audience joining us to enter you just need to put the hashtag we’ll have Kelsey. So thank you, everyone. I’ll shuffle these up. And here we go.
Norman Farrar 1:06:35
Kelsey 1:06:39
Yes. If you are the winner, please email me Kay at lunch with norm.com. The winner is Brian.
Norman Farrar 1:06:46
All right. Congrats, Brian.
Kelsey 1:06:50
So Brian, I have your contact information already. So I’ll be in touch with you. And yeah, work it out with Trent and Ross.
Norman Farrar 1:07:00
Okay, that’s fantastic. So Trent, really, thank you so much for coming on. Thank you for the incredibly awesome giveaway as well. I wasn’t expecting that when I asked. But anyways, how can people get ahold of you? I know, we’ve posted the URL in the comment section. But if people wanted to get more information about fluster, how do they contact,
Trent Dyrsmid 1:07:22
you just go to that URL that you have there is actually not the correct URL. That’s the URL for the app, just the website is flow stir dot app, just type in flow stir dot app, and it will take you to our you know, our homepage. And then there’s the blog and the nav and you can get to the marketplace and sign up for a free account and do whatever you would like. If anyone has questions about flutter, we’ve got a great support team. You can get a hold of them at support at foster dot app, and ask whatever questions you like we have a Facebook group, we got a whole bunch of ways that we’re trying to create as much community as we can, so that people can get as much support as they need to be successful in their business.
Norman Farrar 1:08:02
Okay, that’s fantastic. Well, once again, thank you for coming on. I hope we can have you back. If you’ll have enough time for us.
Trent Dyrsmid 1:08:10
Oh, my goodness, I’d come back in a heartbeat. Are you kidding? It’s been a pleasure to be here. Anytime someone like yourself, a fellow podcast host gives me an opportunity to come on and share knowledge and indirectly promote my product. Of course, I’d be a fool to turn down those opportunities. And I really do appreciate it very much. You’ve been super generous with your time. And I’d like to thank your audience for making the time to be here and listen and ask questions. Because this is one of the ways that we help get the word out. And you know, we do get a lot of word of mouth. And so it’s really great. So thank you so much.
Norman Farrar 1:08:43
Well, you’re very welcome. Okay, everybody. So I’m sure you enjoyed the episode. Congratulations once again to Brian. We’re going to be having John Cavendish on I think that’s Wednesday, and we’re going to be talking about how to solve Seller Central problems. I don’t know about this, he says with ease. Anyways, let’s have a quick word from our sponsor. And then Kelsey, come on back. Thank you solarize for sponsoring this episode of lunch with Norm solarize is your comprehensive solution for your everyday business needs. Everything you need to grow and scale your Amazon business is just one click away. For more information, contact demon his team over at cellar eyes calm and remember, seller eyes is with one R. O. K. Where are you sir?
Kelsey 1:09:36
Oh, great. Yes. And then a great episode. That was good. Yeah, I know. Rosalyn, and Jessica Rabbit was saying it’s what was one of the best lunch norm episodes. There’s a distinction between process and project management is so helpful. Thanks, Trenton norm, so that’s great to hear. Also, just in general, we’re going to be going into the new year so we’re interested in what topics Are you interested in listening on the podcast? Just if you have any suggestions you can comment here or email me Kay at lunch with Norm calm and we’re just interested, we want to make this podcast the best podcast it can be. And we want you to enjoy it so and find value. Also, don’t forget to smash those like buttons give us those thumbs up. And if you’re interested in learning more about or interested in our membership program, you can join our Patreon program at lunch with Norm comm on our website and just click the membership button. And it’ll take you through everything that we offer from private group sessions with me in norm to guest lessons, we have SOPs, monthly SOPs that we dished out to you guys, deals and discounts. So it’s really great. And I know I love just hanging out with everyone and getting to know the beard nation in person. So yeah, thank you, everyone. Congratulations, Brian. And yeah.
Norman Farrar 1:11:03
And I think for those of us that are still hanging in there for Friday, we’re just going to have a q&a session. We’re going to talk about the year in review what’s going forward. And we’d love to have everybody there just asking questions. If you feel like popping on and talking a bit. It’s just an open session to end up the year.
Kelsey 1:11:31
Yeah, so that’s the New Year’s Episode Two weeks from now. Next episode is our Friday’s episode this week is Tomer David. So just keep that in mind. So we’re gonna be doing the q&a session two weeks from now.
Norman Farrar 1:11:44
Oh, that’s right. I’m sorry. I you know what, I’m just it’s that time of year and that’s why you’re here. Okay, everybody, so join us every Monday, Wednesday and Friday. At noon, Eastern Standard Time. And look, we say this all the time. We can’t say it enough. We love having you as part of our community. We could not do this without you. And we will see you on Wednesday.
Transcribed by https://otter.ai
