Agency Forward

Unknown Speaker 0:00
Hey, everyone today I'm joined by Juliana. Marilanda. Juliana is the founder of scale time in a sharp operator known for turning chaotic agencies into clean, running, profit generating machines. She has worked with over 1500 digital agencies, helping them scale without burning out their teams or themselves. I brought Juliana on because many agency problems aren't marketing or sales issues. There are operational ones in disguise. And if your data is messy, your onboarding sucks, your project timelines keep slipping, you're leaving serious money on the table. She breaks down how to fix that. In this episode, we discuss how your data is a process and why dirty data breaks your decision making, how to figure out which numbers really matter at your stage, the house of management model to align metrics across your team and more. No one was asking for another community, but I've made one anyway. So what's different? The dynamic agency community is designed around access rather than content, access to peers who've done it before, access to experts who've designed solutions, access to resources that have been battle tested and right now, the price for founding members is only $97 a year. Join today, so your agency has immediate access to everything you need to grow you can join at Dynamic agency, dot community and now Juliana Marulanda,

Unknown Speaker 1:29
it's easier than ever to start an agency, but it's only getting harder to stand out and keep it alive. Join me as we explore the strategies agencies are using today to secure a better tomorrow. This is agency forward.

Unknown Speaker 1:47
What's a common process bottleneck that keeps agencies from growing?

Unknown Speaker 1:53
So I would say you have your your regular bottlenecks, right? Um, project management is, is a huge one, right? Like I often say, you can Forex your capacity just by fixing your project management without having to get a bigger team. Client Onboarding is like the red headed stepchild of poor processes that doesn't usually take a lot of time to do, but people ignore it, and that can 2x your retention. So I think that's a really big one. And I think one that we're diving in, especially depending on how big the maturity level is, is also your data, your data as a process, which I know you might not think of data as a process, but it is, is a massive bottleneck, because I don't know how many times I ask agency owners, you know, simple stuff, like, Hey, what's your profit margin? And then they're like, maybe, maybe they know. Maybe they don't know, right? And then I asked them, what's your profit margin after you pay yourself right? Like, what's your actual profit margin? Like, that money that you have to reinvest. And then they're like,

Unknown Speaker 3:04
you know, like, like, that sometimes

Unknown Speaker 3:07
takes

Unknown Speaker 3:09
and, you know, and that's like a, like a P and L metric, like, iterate, someone should be keeping track of that, whether you're looking at it or not, right? But then there's things like, what does your client turn look like? What's your retention? How many you know, what's your revenue goal? Right? So, like, everyone knows the revenue goal. I love this one. Everyone you know, they're like, this is what I want to make this year. This is what we made last year. Like, that's a very top of mind, um, you know, often I'm like, you know, profit is for sanity, revenue is for vanity, right? Like, that's what they know. I'm like, okay, cool. Given your average deal size, how many deals do you need to close every month for the rest of the year to hit that goal? Right? Like, how do we quantify then it to be actionable and and the challenge, usually, the bottleneck is that one, there's dirty data, right? So you're your data is, like, all over the place. It's not being tracked. It's, you know, it may or may not be accurate. Like, I'm working with a client right now where, like, they do webinars. That's their whole agency, and they are so frustrated because the way that they've set it up, go high level, keeps it, keeps rewriting their data so they can't actually get booked calls. And they've got a really, like, solid sales team, but they don't know what the hell like, the actual booked calls are, which is kind of a key metric, right? So you got dirty data. It's all over the place. Usually you don't have stuff for tracking, and nowadays you're like, Well, if I just stuff it into chat, GPT, it'll give me the answer, right?

Unknown Speaker 4:46
It'll give you an answer, but you don't have a consistent process.

Unknown Speaker 4:52
So yeah, there's so many ways we can get into this. The

Unknown Speaker 4:57
yeah with I think data has become.

Unknown Speaker 5:00
Uh, like, because of AI, all of these things, data is one of those areas that gives you a competitive edge, and a lot of people immediately take that as, yeah, if I have all this information about my clients and everything else, then I can sell better. I can market better. I can do all these things, but also just internal data. If you understand your metrics better than anything else, you now have options, right? Like, you can go into that sales conversation and you know what you should be doing and or what, what wiggle room you have, like, in order to sell this deal. You know, hey, if I add these things in, my team is going to be at capacity, and so I can't actually do that, like, without knowing those data points and having it clean. You can't do any of that, right? You lose all the benefits. How do you go about keeping, like, one, I guess, collecting the right data, but then two, actually maintaining that and keeping it clean so you avoid the dirty data that you, you know you brought up, yeah. So I think the first things first is you got to keep your data Simple, right?

Unknown Speaker 6:01
And what I mean by that, it's, it's almost like any process that you've built,

Unknown Speaker 6:06
whenever you're building any process, whether it's your project management, your Client Onboarding, your data processing, um, I'm always like habit before process. So you have to create habits around the thing that you want, right? So one, it's like, what,

Unknown Speaker 6:25
what data do you want, right? And is it booked calls, right? Like, and sometimes, you know, and we have to keep it simple, so it's, you know, if you're like, Okay, well, I want to know

Unknown Speaker 6:37
our closing rate percentage, year over year, um, you know, or maybe quarter over quarter, closing, percentage increase or decrease, you know, percentage change. Cool, you can't get that if you have no idea how many both calls there are, and

Unknown Speaker 6:55
how many you know, like, you know and and like, how many of them you closed, right? So, so you can't get those numbers you got, you got to start with basics, right? And so like, what is your raw data that's then going to give you, right? If we're going to get, like, kind of nerdy with it, you know, like your your trends, or then your derived data, right? Like, all that juicy insight stuff, you can't get it if you don't have the basics. So what are your basics? What are the basics that are important to you? And the basics that are important to you are going to be different if you're at, you know, half a million, versus if you're at 5 million versus if you're at 25 million, right? It's just it's going to look a little bit different, obviously, because you're at different maturity levels and and data should support your decision making, right? So sometimes people are like, I want all the data. I I want 200 you know, inputs every single day. And it's like, Whoa, that remember, like, each data point that you have, you have to define it, you have to track it, you have to review it, and then, you know, ideally, you should be making decisions off of it. So I do not recommend trying to make decisions off of 200 data points. That's confusing, distracting is going to send you in 200 different directions. So you know, what is it that is really important to you, where you can make confident decisions? I think that's step one. It's really identification. And it gets one of the hardest things for people. It's like, what? What do I need?

Unknown Speaker 8:34
So that's step one. Step two is, then, okay, now we have to build a process around this, right? Like, how do we track it? Who's tracking it? Can we get the data? Can we not get the data right? NPS. I love NPS. NPS is such a great one for people who are, like, really trying to get into, you know, your net quarter score to see how clients are satisfied or not. It's a phenomenal, like, piece of metric, but you got to build a whole system around it,

Unknown Speaker 9:04
right? You have to go to the clients, survey the clients, figure out when you're going to survey the clients, make sure that you're not putting any other stuff. So it's not leading, right? It's not like, by the way, we want your MPs and then testimonials. It's like you could do one and then the other, but, you know, like, really making sure that the data is integral and clean and you have a process around it is another. When are you going to ask them? You know, what's the percentage that you get back? How do you make sure you're not ignored,

Unknown Speaker 9:38
right? How do you make sure? Like, especially if you're dealing with with bigger clients. That I had one client who didn't want to do an MPS because they're like, they use it against us if we publish our MPs, right? And they're like, Oh, you're doing so great. Then it's, I mean, it's great, but then it's like, how many clients do you have? Like, are you really servicing us? Like, there's like, all this emotional stuff around it, or, like, if you're not.

Unknown Speaker 10:00
Doing great. Oh, well, you should lower prices. What are you doing? Right? It's really weird, but there's all this stuff that you have to think about when you identify which data point you want. So I would say, identify it, make it simple, and then figure out a process for tracking. And then after you figure out a process for tracking, figure out how to automate it. If you can, sometimes you can't. I mean, most times you can, but you know, it just it will take someone on the team or some knowledge to automate. And then lastly, you need to review right? Like I know a lot of clients that are data geeks, and they geek out on data, and then they never review it. It's such a waste of money,

Unknown Speaker 10:40
right? If you never review it, is it really worth having in the first place? No, it's like if a tree falls in the forest and no one hears it, you know,

Unknown Speaker 10:54
you bring so there are a lot of data points within an agency that you could be looking at, do you break those down into responsibilities for key team members, or, like, from your leadership team, to be able to say, hey, you know, head of ops, you're looking at these things, finance, you're looking at these things, and now you roll up the context to like, turn this data into information, and you know that we can then use for our decision making process, right? I guess. How do you structure that? Yeah, absolutely. So, there's, there's a concept that I came up with called the House of management, right? So think about this as, like, a three story house, um, you can, you know, imagine it in your minds.

Unknown Speaker 11:33
We're there. Okay, so, um, so there's, there's a couple of ways, okay, there's a lot of ways where data review or data feedback loops can go wrong, right, especially for management.

Unknown Speaker 11:45
One is, you've got data you know, you're like, all right, I'm gonna have a performance, you know, culture. I'm gonna get make sure that people you know, have and then you can pick your metric system, you know, OKRs, KPIs, rocks, blocks, whatever, right?

Unknown Speaker 12:06
All of these are just metric systems, right? They're metrics for management. And so I'm pretty agnostic. I like, I could always geek out on each individual one, but really it's you. You want to use metrics for management. Okay, cool.

Unknown Speaker 12:19
Now if you at the top of the house, right, so like, let's say leadership, your you know your founder, your CEO,

Unknown Speaker 12:28
like whoever you know your co founders, you you have a vision, right for that year or for that five year plan, and your metrics that you pick should be aligned for that right? If you're in full growth mode. It could be revenue. It could be gross revenue, right? Like, depending on what kind of business you have, um, depending on whether or not you're eating the ad spend, or you're following, you know, you're pushing it through, or whatever, right? So, um, and so, so you have,

Unknown Speaker 12:56
you have your top, you know, your metric as that are going to really fulfill on the vision, right? And what you're responsible for as a CEO, as a founder, as an owner, right? And then you have, okay, so, like, if I'm responsible for this, right? Like, and I'm going to use a top line metric, just for funsies, if I'm responsible for revenue, um, then, you know, in the second floor of the House, you've got your leadership, right? And so it's like, okay, maybe I may or may not have a sales team. What are they responsible for? Sales, right? Because that sales is going to flow into road

Unknown Speaker 13:33
if I have HR, right? Or, you know, some sort of ops manager. Are they responsible for hiring? How many hires? What's our time to hire right? Like, you know, to make sure that we could fulfill on the revenue that we're going to expand on.

Unknown Speaker 13:49
If I have marketing right, let's say we're doing ad spend, like, what's our row as Right? Like, because that's all going to feed into, you know, what's our return on investment? So that I know, and then I can start to calculate, like, revenue

Unknown Speaker 14:02
if I have a production team or I have an ops manager profitability, right? So we want to make sure that those middle people that are reporting to you, if you have that layer, if not, then you know you're kind of responsible for that layer as well, right? But like, what? What are they like? What are their metrics that are going to feed into the top line metric, right? So that we don't have the team going on all sorts of directions, we want to be all heading in the same direction. And then at the bottom you have your junior contributors, right? And if you're a tiny agency, you might just be in your junior contributor, what, right?

Unknown Speaker 14:39
Or it could be like you and a VA, or it could be you and like, three vas, right? Um, you know, or you might have, like, a media buyer and a graphics person, right? So, like, you know, this sort of scales down and skills up, right? Then you're Junior contributors, right? What are they responsible that's going to feed the middle? That's going to feed the top, right? So, because what we.

Unknown Speaker 15:00
Want is alignment, if you don't have alignment and and also, like, if you give people like, you're responsible for 20 metrics. That's 20 different directions that they're heading in, right? Like, we want to be really succinct, and, you know, we want to have like, power in that progress that we're all heading in the same direction. So if you can kind of go, Okay, what am I responsible for, and then chunk it down to what everyone is responsible for, and we're all aligned, right, then we've got this house of management where now our metrics are aligned, and you have to have feedback loops, right? So like, what is your feedback? Are you meeting with people? Like, once a month, meeting them with once a quarter. Like these annual reviews, I think, are getting very antiquated. Like it, like business moves too quickly for us to wait an entire year to give someone feedback. It's it's just bad, right? Like most people, like, there's informal feedback, like on Slack or on teams or wherever you're communicating on a daily basis, but people do want more structured feedback, especially if they're top performers. And you want to give those top performers like praise and so, and you also want to give them bigger things to work on. You want to challenge them, and so those feedback loops are super important, yep, two key things I don't want to dive into from this. So first, I guess this is more of just a concept I used to play with was, if you have someone responsible for, like, 20 metrics, right, or 10 metrics just a simple like reframing for this, if they they have to increase 20 different metrics. That means they would have two hours in a given work week to influence all of them. You think they can actually make adequate progress on all of those metrics with only two hours a week? No, they can't. So how do we bring this down, right, to actually give them the key metric that their role should be responsible for. So my question for you, I guess, from that, is, do you do you recommend giving some of those other metrics to the team, like giving individual contributors on the team

Unknown Speaker 17:14
metrics that they should they should be working on, even though they're not in leadership, they might not have direct influence over anything. But let me rephrase that they can be given the responsibility of looking at these metrics, or should they just be focused on the tasks and everything else to that someone else responsible in the management layer is worrying about? No, I think that like, you can break down the metrics into like, Baby, your metrics

Unknown Speaker 17:47
that's worth right, like in and give them a piece of give them a piece of that pie so that they're so that we can hold them accountable, right? Because you want to be able to hold people accountable, right? You want to be able to say, like, is this person being productive? Are they not? So, for example,

Unknown Speaker 18:06
you're building websites, right? The project manager might be responsible for on time deliverables. That's a very like, you know, project manager, right? Like, let's say you're doing websites, websites are notorious for being late, right? Like, your on time deliverable, because the clients are dragging, yes, the, you know, the team, blah, blah, blah, like the feedback loops you get into revision help, because we don't have a great process. Um, and so on time deliverables is a great catch all for a project manager, right? You know, project profitability, on time deliverables, two great metrics that the project manager can be responsible for. Boom. Um, and so, and then let's say we have a website, and we're working with a client continuously, right? Like, and you're building the website, right? So you're, let's say you're, you're, we're gonna call it full stack, for, for the sake of, right, like you're, you're building a WordPress site, or you're building a whatnot site, like, as as a developer, let's say we're if we're sending ads or we're sending traffic, or if we're sending organic whatever, like you're responsible

Unknown Speaker 19:09
for conversions, right? Like you're building a website. And if we're in the marketing world, unless we really want some creative, you know, beautiful creative thing that isn't really converting, but it actually is for some for something else, right? Like, you're responsible kind of for conversions, like you can be part of, like, Okay, our client results, because conversions will lead to retention theory, right? Like, if we have a client for a while. So I think you in that alignment of of, you know, okay, well, we want more revenue. We want clients to be retained, um, you know, we're sending traffic to the site. We're building a website. If you're responsible for building it, you're responsible for conversions, right? If that's in alignment with the retention that we want for our clients. So I think everyone can get metrics as long as they're in alignment.

Unknown Speaker 20:00
And as long as they're not distracting us from our core functions, but if they're in alignment, I'm all for everyone. Happy. Metrics, cool. So next question, this is, I've heard this debate before. We're getting into controversy, yeah. So I'm looking at data. We have tons of tools out there that can automate everything. And so there is really nothing stopping us from just automatically pulling a lot of this data that we could look at, and then it's just going in, reviewing and making sure that we have what we need. From the other side of the fence, there's the manual input requirement where, by me having to go look at the whatever like the resources to pool this data, it means like it's guaranteed that I've actually looked at the numbers, and it's becomes, like, a more habitual kind of process of me going and entering it into a spreadsheet.

Unknown Speaker 20:53
So obviously the automation side says, why would you not just do like, you're wasting time by having to do this manually? Manual side says, Yeah, but people ignore like, if it's automated and they don't have to think about it because it's just done, then they might not be paying attention to it the same level that we are. What's your stance? Do you automate the data collection or make it manual?

Unknown Speaker 21:17
I have a more process oriented answer for you that's probably very on brand. So, so with any process, right, you have inputs and outputs. So the the argument is, like, you know, if, if I'm an owner, like, I really should just be responsible for looking at the outputs, right? Like, I just want visibility. I don't want to be stuck in any degree. I don't want to be in the weeds, right? This is stupid. Agree, like, I actually truly agree, like, I don't want owners in the weeds ever.

Unknown Speaker 21:45
However,

Unknown Speaker 21:48
the owner is making the decisions around the visibility that they want, right? They're like, this is so when you're building a data visualization, a data process, a data pipeline, right? Like, all these things you're saying, Okay, what is it that I want to see, right? Um, do I want to see on time, deliverables? Do I want to see conversion rates for websites? You know, average conversion weight, like, average conversion rate for all of my clients. Like, what is it that I'm what do I want to see? What do I need to stack? Right? Because if you need to aggregate all of your client stuff, then you need things for each and every single one of your clients to be able to stack it right. So,

Unknown Speaker 22:28
so you're responsible, right? If you're the decision maker, of like, what do you want, even if somebody is building for you, right? You need to know what you want.

Unknown Speaker 22:39
And so, so so that way, when you're looking at it and you're saying, I'm making these decisions for this year, this quarter, this month, like, you can, like, be in agreement with yourself and with the data, right? Because a lot of the times, people don't trust the data, right? So they're like, so like, they build this thing now, like, oh shit, this is wrong. Or like, you know, they're like, I have to go back, you know, into the line item. Or like, I have to go into, I don't know, like, Google, meta, whatever administrator, and go see, you know, whether or not the client thing is doing this right. Because I'm like, somehow they didn't pull through correctly. I don't trust it. So you you have to first, like, know what you want, right, identify what you want. Um, no, make sure that it's helping you make confident decisions.

Unknown Speaker 23:33
And so to your answer originally, it's like, okay, so then where are you getting the inputs? Usually, as the owner, um, or as other team members you you have to do the exercise of where the data is being pulled from, right? So it's like, okay, it's getting pulled from,

Unknown Speaker 23:50
you know, from our P L, it's getting pulled from our project management system, from our CRM, from blah, blah, blah. So I would suggest that the owners spend some time, right? Even if someone is, someone on the team is going and pulling that information to say, Okay, where are the inputs coming from and verifying that, so they're not frustrated when they're just doing the visibility piece, right? And I think if you go through the exercise of saying, Okay, where are my data inputs? Like, where are we pulling stuff from? Is it accurate? Or, like, oh, like, the friends with the book calls right now, right? They're like, No, it's getting over, right? They didn't do the original exercise, right? Like this, like, where are we getting this stuff pulled from? Even if you're working with a data agency or whatnot, right? Like, you're doing that exercise of identifying your data inputs right, and then making sure that it's built right. You're reviewing the process like you would anything right. Like, if I, if I put in a new client onboarding process, I'm usually going to have some ideas of, like, how do I want it strategically? What I want it to do? Do we want video? Do we want to introduce the team? What do we want? I'm probably going to review it at the end of it, audit it, and then.

Unknown Speaker 25:00
I'm hoping, cross my fingers, that it's gonna work right, like, and, you know, and I'm gonna audit it. Every once in a while, same thing with your data, figure out what your inputs are,

Unknown Speaker 25:08
make sure it's built well, you gotta audit it, review it, right and like, now you're not in the weeds. You're really like, just there to visibly see it, but you make that like, that, part of capturing it correctly, part of your initial data process. So that's my my process oriented kind of hybrid to answer both of those. I don't think it's one or the other. Yeah, that's a you're on the fence, but I still like your answer.

Unknown Speaker 25:42
Yeah. I mean,

Unknown Speaker 25:46
there doesn't be an answer. There's multiple ways to get anything done. Yeah. I mean, I don't think it's like, one or the other. Like, I mean, I think long term, I don't want to be in the weeds of the data, right? Like, as an owner, like, I just, it's a manual task that is just not worth my time. However, to really understand where the data is coming from, I need to be part of the initial process, right? Yeah, something. I was at a an agency retreat recently, and one of the comments that came up was like, when, when your data is wrong, or even if it's only wrong once whatever team member just had that incident where they found the wrong data, they lose trust in the entire platform that you're using, and so they stop logging into certain tools. And so even your CRM right, we're using HubSpot. It's expensive.

Unknown Speaker 26:38
As soon as they try sending a marketing email and they realize, oh, I don't actually have the information. To segment my audience, or, like, I just sent an email to all the wrong people. But technically, in our CRM, they were tagged as the right people. They don't want to ever use that again. And so, yeah, what? What proof like, I guess. How frequently are you looking at data, like making sure that the data is clean to stop having those like, that waste and, like, losing confidence with the team on on your data? Yes, I think the data depends on which data it is, right. Like, if you're looking at annual data, you're probably not going to, like, be in there every week, right? That's silly.

Unknown Speaker 27:15
So, so I think it depends on the cadence of your data, right? So, like, and,

Unknown Speaker 27:21
so what I would say is, all data needs to be managed, right? I think part of the the challenge is that most people think that they said it, and then they forget it, and then the data is, like, Crystal clean and that it's perfect, and that it's the source of truth, right? Like, it's your business Oracle, um, however, there is maintenance and management that goes into it. Like, I love using Zapier as an example, right? People are like, Oh my god, we're gonna, you know, we're gonna put all these automations into Zapier or make or whatnot. APIs change all the time, right? When the API changes your whatever zap or whatever, you know, integration you created is going to fail because it no longer can work with the original input, and that's going to cause errors. And either the data is not going to get pushed through, and if someone's not monitoring that, you're gonna be like, Oh my God, it doesn't work. Well, it's not that it doesn't work, it's that it needs to be managed. And I think that's a lot of the challenge with people. You know, we want it to work perfectly. We're like, Oh, my God, I spent all this time, energy, money, blah, blah, blah, sending this thing up, right? Whether it's HubSpot or integrations or, you know, a visualization, like, you want the thing to just work, yeah, um, I'm sorry it doesn't work that way, right? Like it has to get managed. And if it's not managed, um, you know it's gonna break at some point you don't know where it's gonna break, and then you don't trust it, right? So my recommendation is just set up your data, but make sure you've got someone who's reviewing it at least on a weekly basis. Or if you're a little bit more sophisticated,

Unknown Speaker 28:56
you know, you can set up like error logs from your data, so that you can have a visualization when it's breaking. And that's even, like, cooler, but again, it's a bigger lift, right? And then that way you're like, okay, the data is being managed. There's errors. We know that there is. We can go in there and we can fix them, you know. And we're not in this sort of huge reactive mode. And now you've got a system you can trust, not just a set it and forget it, Oracle, right? You said one phrase that I want to echo, because I think it's a mindset shift that more agencies need to make all data needs to be managed. Simple as that. It's like, have a plan for how do we make sure this data is like, is actually clean and we're looking at it.

Unknown Speaker 29:45
It feels very profound sitting from this side, having looked at so many agencies who don't do it. And so

Unknown Speaker 29:51
let's echo that. Yeah, yeah. It needs to be it needs some TLC. It needs some love to the data needs.

Unknown Speaker 29:59
Yeah.

Unknown Speaker 30:00
Yeah,

Unknown Speaker 30:01
but okay, Juliana, this was very insightful for it like we haven't talked about this topic enough on the on the podcast, and I do think it's something that more agencies,

Unknown Speaker 30:13
there is a better chance of an agency going out of business because they don't understand data than all these other things that they they act like, think they should care about, like, understanding the numbers and the the information coming in is what's going to keep you functional. And so, yeah, super important topic. But I got two more questions for you as we we wind down here. First one, what book do you recommend every agency owner should read? Um, I had a I saw this one, right? And, like, there's a couple of books that I love, but one of them, Can I mention two?

Unknown Speaker 30:51
Okay, so I think this is just because, um, you know, I'm sure people have said this ad nauseam, but Built to Sell. And the reason why I like Built to Sell this because it's, it's just, it's a tiny book. It's so easy, um, you know, even if you're super neurodivergent and you don't finish books like this, is an easy one to finish. Um, and it's great. And I think it's just, it's great for mindset of how to think about growing your business, like, whether or not you want to sell it, you know, whether or not you just want to leave it as a lifestyle, whether or not you want to leave it as a want to leave it as a as a cash asset. I think it's just such a great book to get you in that mindset of how to create it so that it's really giving you the most value. So that's one, and then the other one, that's a little bit thicker, that's a little bit bigger, is thanks for the feedback. I think that's just a really fun book, because as you're as you're growing your team, and you're giving feedback, and you're taking feedback, which sometimes is not as fun, right, as an owner, it really allows you to, I think, manage better with such a, you know, common denominator that happens in business, which is feedback. So I love that book and yeah, those are my two recommendations. Yeah, I haven't heard of that last one, so I'll have to check that out. Yeah, it's a great one final question for you, where can people find you?

Unknown Speaker 32:18
So people can find me on Instagram, they can find me on LinkedIn, I am usually posted on LinkedIn, and the other one that I would say, you can find me, but it is an operational and occupational hazard to give people homework. However, if I know that, like running an agency is really hard and it you know, and I feel like at every level it's you're getting new challenges. I always call them sexier problems, but they're still problems. And we created this awesome, awesome 360 heat map of your operations. So in five minutes, it's totally free during the pandemic. We went from charging like 2k to making it absolutely free for everyone. And you can sit down and get a holistic 360 view of your entire operations, including your metrics. So when we talk today about data, and if you're kind of curious, you know where you are and where you stand, and then you can benchmark it against, you know, other like, 800 agencies that have done it, which is really neat, right? So you know, like not only where you're at, but how you stack up to other people in your revenue level. So I would recommend that you, you know, definitely take a chance and take a look at that. It's at scale time.co/scale,

Unknown Speaker 33:31
map, and you can figure out 50 ops, you know, sort of gains and gaps in five minutes, and usually saves people around like five hours a week just with the awareness of doing it and the heat map that they get back. So awesome. Find me there. Yeah, we'll get that linked up in the show notes as well.

Unknown Speaker 33:54
Awesome. Juliana, Thanks for Thanks for joining. Thank you so much. I had so much fun talking to your audience. So thank you guys.

Unknown Speaker 34:05
That's the show everyone. You can leave a rating and review or you can do something that benefits. You click the link in the show notes to subscribe to agency forward on sub stack, you'll get weekly content resources and links from around the internet to help you drive your agency forward. You.

Transcribed by https://otter.ai