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Episode 8

Revenue Operations Team | Allocadia

What is Revenue Operations? Lessons Learned from the Allocadia Team

Revenue Operations seems to be the hot, new title, experiencing incredible growth. Take it from Dana’s chart*. So, I sat down with the team from Allocadia to learn why they hired a Rev Ops person, what they’ve learned and where the role sits in their org chart (hint: it is NOT under sales OR marketing).

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5 Key Points:

  1. The major benefits of Rev Ops is efficiency and problem solving. Removing the need to report on “credit” means all teams can focus on what really impacts the business.
  2. Organizational change happens with collaboration and then repetition. Sometimes a quick Slack can solidify many months of conversations at many levels, but then also needs reiteration over time.
  3. To create better relationship, invest in walking in their shoes. Empathy, through first-hand experience, can go a long way.
  4. If you don’t know where to start, start with ownership. Specifically of the data.
  5. The sheer volume of marketing and sales data is truly shocking.

Our favorite quote from the episode:

“We’re doing infrastructure changes or cleaning or incentives that aren’t specific to (a specific function); they’re cross departmental. And I think that’s where we’ve had our biggest wins.”

Time Stamped Show Notes:

01:11 – Who are these people? AKA Introductions

03:15– Why Rev Ops?

07:40 – How do you get to point of actually posting the job? What steps do you take?

11:05 – What does Drew do all day?

13:41 – What has the marketer learned from finance? What’s finance learning about marketing and sales?

18:00 – Digging into attribution by segment vs. attribution

21:50 – It sounds so easy! Was it?

22:50 – Do you actively nurture your alignment?

26:00 – Are you seeing this rev ops role at your customers?

29:00 – What advice do you have for larger companies looking to implement something like this?

31:55 – GE Cast Study

35:30 – What would you have done differently?

37:50 – What’s the recap of the benefits of the rev ops role?

41:00 – Wrap-Up!

Looking for more episodes? Check out more of our best practice podcasts!

Full Transcript

Justin: Hello and welcome once again you are on Catalyst, the show where we explore the moments that make people them. So, today we’ve got an awesome guest, a guy that I’m sure you will recognize as he pops his face up here. Mr. Dan Tyre. Dan joins us from HubSpot. It’s easier to talk about the jobs Dan hasn’t done at HubSpot. So maybe we’ll start there. But Dan, welcome to the show.

Dan: Super happy to be here, Justin. I love hanging out with you. I like stealing your material. Justin is very smart. He’s a funny guy. He’s a quick guy. This is going to be like an equal podcast where I think you’re going to probably contribute a lot and I’m super okay with it.

Justin: I doubt I’ve got the track record and the tenure to stand up to your experience.

Dan: That’s because you’re younger. It’s just because you’re younger, I do have a lot of energy. But I like hanging out with you. The first time we met we were on a panel together, right? You are the guy who is as funny as I was with Lindsey do you remember that? We were talking in front of the American Marketing Association or something like that. And I’m like, there’s a guy at the end of this row, who’s like, smart & funny. And so, I had to up my game, and then we’ve been friends ever since. It was like eight years ago, a long time ago.

Justin: It’s a small industry. And I’m glad that we’re able to come back and spend time here today. Dan, tell folks a little bit about what your normal day-to-day looks like at HubSpot. I know you’ve got a huge track record and have done a lot over there. But is there an average day? What’s it looks like for you?

Dan: Oh, yeah, so I’m at 12 years at HubSpot – I’m employee number six. I started as the first salesperson for HubSpot – the first sales manager, first sales director and you’re right – I’ve done like every job at HubSpot. I did sales recruiting, leadership, the training program before  Andrew Quinn, I ran the international division. I helped start the partner program. I would say about 60% of my time is teaching our HubSpot partners how to engage with customers. With like a 40-year business career, the term prospecting or engaging has changed a ton. And we have a great partner program. We love on those guys all the time. But sometimes they need a little help, like understanding how to pick up the phone, especially the young ones, right? You talk to somebody who’s 22-years old and you’re like, Okay, if you want the business you have to call somebody. And they’re like, why? I’m like, you gotta call them and they’re like, why? Can I just text them? I go no – you gotta to pick up the phone. And I know you’re a little old school, Justin, so, you do that all the time. But that’s pretty fun. It’s a global responsibility. I train about 500 agencies per year. I start at 6:00 in the morning because I have to work in the Nordic Region and then I work all my way through Australia in the afternoon. Then I write twice a month for the HubSpot sales blog. That’s been super fun and helps build my brand. And number three, I’ve got a mentorship program of almost 40 people now. It’s made up of about 15 at HubSpot 15 or so people outside of HubSpot. And then I work for HubSpot for startups, which is an organization that’s focused towards scaling businesses. And then I speak 60 times a year on behalf of HubSpot, I’ve just been in Johannesburg, South Africa, I’ve been in San Paulo, Brazil. I’m on my way to Dublin Copenhagen talking about the inbound revolution. And so, I spend about 60% of my time on the road which is super fun.

Tell Us About Your Catalyst Moments

Justin: So, the cool thing about this this episode, is that there’s so many different directions that we can head here, and the show is all about moments of change and moments of impact. And obviously you’re having a ton of those in other people’s lives as well. I want to talk a little bit about the fact that you’re so HubSpot, you know what I mean? You’ve got the shirt on and you’ve always got the shirt on, you are an embodiment of the brand. But I also want to talk a little bit about what you did prior to HubSpot. Because this is not your first go around. We talked to so many people on the show that are first-time founders, maybe even second time, but you’ve been in the tech space for quite some time now. And you see all these articles these days of like, Oh, so and so, you know, but who was it? Julia Child – the first time wrote a cookbook or cooked a meal was when she was 40. And you don’t hear enough of those stories. It’s not always an immediate success. Sometimes it’s a slow burn. Sometimes it’s a string of successes as well. So, tell me a little bit about your journey to HubSpot.

Dan: So, I’m like the luckiest guy in the world. You are right. But, I’m a major league screw up. When you read my bio, I sound like Elon Musk. When you get into the details, I’ve been fired like half a dozen times. I’ve been fired at HubSpot where they had to take me out of position because I wasn’t doing a particularly good job. In our instant gratification, Instagram, like traveling vacations, I’m a perfect human being kind of world, you don’t see the nitty gritty, the challenges. So that’s the reason I agreed to do this podcast –that’s where all the learning is. My beautiful wife, Amy, who, by the way, 90% of the smart things I say I clip directly from Amy. She goes, “Real growth comes in the hardships and the failures, and not a present.” Right? So, I grew up outside of New York City. I went to Colgate University. I had worked my way through college selling books door-to-door. I applied to the Marines, Colgate University & Dartmouth. I got wait listed at Dartmouth, which shows back then in like the 70s they had very low standards. And I had never been to Colgate. It’s in the middle of a cow field, right? There’s like nothing there. And it’s kind of interesting. I got there and I had very long hair. I was a little bit of a hippie. I smoked a ton of pot, and there was only one bass player in the town. And he was a senior and I’m like, well, they’ll probably need a bass player when you graduate. So, I taught myself how to play bass. Are you a musician at all Justin?

Justin: I’m not. Unfortunately, I’d love to play guitar. I just never made it happen.

Playing Bass Guitar

Dan: I if you want to play an instrument, play bass, I’m telling you it is the easiest. It’s got four strings. It’s the easiest thing ever. So, I taught myself how to play bass. And it’s exactly what I thought. I was working four or five nights a week. Playing in southern rock bands and doing covers in upstate New York. I made like $80 cash – in 1978 it was great. And free beer! It was amazing. So, I did it for four years. I was a professional musician.

When I graduated over the summer, I went to Portland, Oregon, Seattle, Washington, and Bellingham Washington selling books door-to-door. So, I was blessed with the ability to understand how to interact with people at a relatively young age. And then, this is pretty funny, I needed a job. Turns out you don’t make $80 cash when you’re playing out in Boston. In Boston, you got to pay the venue guy to get your band to play. So, I’m like, whoa, where’s the money coming in? And they’re like – it’s different here. First of all, there are real musicians, not just you. Second of all, you have to, like go to Berkeley or something like that. So, it quickly became apparent that I needed to pivot.

So back in 1982, when you bought a computer, you bought an IBM an Apple or a Compaq. Remember Compaq computer? Okay, you walk into a computer store, you drop 15 grand, and you get like this IBM PC that’s not even a hard drive. There were like 15 of these stores in downtown Boston, which is where I was living. I went into one and I’m like, “I don’t know anything about computers, but I can sell.” The guy said, “all right, you’re hired.” Not a very rigorous interview. It’s amazing. So, I became their top salesperson, because all you had to do is pay attention. Stay awake and work the floor – I thought it was pretty funny. So, about a year in my boss says, “Alright, I’m going to move to a startup.” And I’m like, what’s a startup? Because it’s 1983, I had never heard the term before. You didn’t talk about a startups then? And they’re like, no, it’s a small company that’s going to grow big very quickly. And I’m like, Okay, have a good time. But he says he’s going to take me with him.  I’m like, nah, I’ve already got a job. He goes, “I’ll pay two grand more.” And like that, boom, I’m a startup guy. Let’s go!

Starting at Business Land

Dan: So, I was the third employee hired for this company called, Business Land. The symbol was BUSL. There were founders, and I was just a sales guy. But I was the third guy who was hired in Boston. They had a handful of stores in California, one in Texas. And over the next nine years, they grew to $1.4 billion. And it was classic hyper growth. It was a lot of young people, aggressive people, opening locations all over the place. IPOs secondary, super fun. And I moved from a salesperson to a sales manager to a General Manager to an area director to an area Vice President. I went all over the country and became a turnaround expert. So, I was the guy who would go into an area and I would analyze what the problems are, then I would try to fix it. And along the way, every single day, I had imposter syndrome.

And I know some of your listeners, especially young ones, they’re like, really, you’re Dan Tyre. But every single day I would get up and I’d have an icicle in my stomach. In my last position, I worked out in New York for an organization of about a quarter of a billion dollars. It was about 350 people. It ranged from Westport, Connecticut, down to New Jersey. And every day I thought that the executive committee was going to find out that it was a total dip shit and just fire me. And along the way, there were lots of stupid mistake. I mean, like, flat out stupid mistakes. Once, the Vice President of Human Resources told me to do something and I stroked my chin. I looked at him and I said, “I’ll take that under advisement.” Which, Justin, that is not what you tell a Vice President of Human Resources when you’re dealing through an issue. The guy went insane. He’s like, you can’t tell me that and he was right. It was not particularly respectful. It certainly wasn’t the right response. And I could have done a lot better.

Anyway, there were lots of twists and turns. I loved that company, Business Land. By the way, I still have their t shirts and their towels. When we hit a billion dollars. They sent all the senior executives to Hawaii, they gave us these great perks.

They’re 25 years old, but if you come over to swim in my pool, that’s the towel you’re getting. They’re big and they’re still a little fluffy – they’re awesome.

Starting His Own Company

Dan: So, then I decided I was going to start my own company – in my dining room. I hired a kid right out of college, and it was around a technology called Lotus Notes. Do you ever remember those notes?

Justin: I do remember Lotus Notes.

Dan: And once again, I timed it just right. In 1989 I saw somebody at Lotus present. And I spent my whole career working on the East Coast for a San Jose based company – sending emails to people that they refuse to respond to. And when I saw collaboration software, I’m like, Okay, finally, these ass hats can’t run, they can hide, I’m going to post something, and everybody will know that I’m asking these questions. I’ve got this, it’s going to be awesome. And I it was just dumb luck. I timed it perfectly, grew the company to about $5.5M, and then sold it to a Phoenix-based company in 1997. That’s how I got to Phoenix.

I was on the board of directors, I was the VP of sales and the company scaled at $25 million – I worked with some great people. And then I essentially got fired. Right? I essentially had a little bit of a disagreement with the CEO – he’s still in Phoenix. He was great guy. He had one perspective, I had another. And so, it was flat out either you or me – and I got fired, and it like, it crushed me. I’m like, oh my goodness, I’m not going to recover for this. One of the great things about being 60 years old, as you look back, you can see it clearly. Guess what? I recovered from it and it was a huge learning experience.

After Getting Fired, He Starts Another Company

Dan: My third startup was their training division, I bought their training division. And guess what? That one went bankrupt. The reason it went bankrupt is I didn’t have a plan, and we had some issues. It was a training company that had eight locations across the United States. And when 911 hit, everybody canceled their training – I mean, everybody canceled it. But it taught me business planning and humility. It was horrible. I had a walk in…it’s a great story actually…I had to walk into eight locations across the United States and say, “I own this company. I have no money. Here are the keys. You could take the furniture.” We had a couple dozen employees. We have no money. There was nothing else that I could do. And you’d be amazed – everybody was so nice. They were so nice. They’re like, “okay, well, at least you had the guts to come and tell me. No worries.” Once you do that, you definitely understand that people are people and if you try to do a good job and do right by them and tell the truth, they’ll cut you a break.

Connections Take Him to Groove Networks

Dan: Then some people I work with in my second startup started working for this company called Groove Networks, which was Ray Ozzie’s next company. Ray Ozzie was a founder of Lotus Notes. I worked with the great developer Jim Wilson and Brian Halligan for five years. Brian was the VP of sales. Jim worked out of the San Francisco office; I covered the territory from LA to Arkansas. I did multimillion-dollar deals at Walmart, Amex and Intel. It was awesome. Although I was on the road a fair amount. My beautiful wife kind of supported me there. But at the end,

Microsoft bought out Groove, which was great. Brian Halligan went to MIT and I worked for Microsoft for a year. And it was awesome.

Finally, Starting at Hubspot

Dan: Then when they started HubSpot in 2007. Brian calls me up. He’s like, “I want you to join HubSpot.”

I said, I live in Arizona. He’s like, “yeah, yeah. But you’re good startup guy.” I’m, thinking: what are you talking about? He goes, “Tyre you’ve got lots of energy,” which hopefully your listeners agree with, a second of all, he says, “you can do anything. You work like a dog, you like to build teams. We want you to start.” So, I said okay, but I didn’t know if I could be in Boston all the time. So, I go to Amy. I go, “Amy, can I be in Boston four weeks out of the month?” She’s like, no – she doesn’t even look up from like the paper. “How about how about three weeks out of the month?” No. I’m like, “how about two weeks out of the month?” No. “How about how about one week?” And she goes, “maybe.” So, I call Brian back up and say that I can be there one week a month. He says it’s 2007, we’ll figure it out. So, I started HubSpot. And I loved it. It’s pretty funny – there were nine MIT grads….and me. All of these guys were super cerebral. And I went from being a president of a software company to essentially cold calling, like picking up the phone and I loved it.

My boss is this guy, that at the time, he’s like 29 years old. I was 45. He was the best Vice President of Sales I ever worked for. Anyway, joining HubSpot has been the crowning jewel of my business career. Twelve years in and I’m still like, I have five jobs at HubSpot and I love it. It’s so much fun. The whole inbound revolution of treating people like human beings. People helping people. I know, I know, for people like you, it’s like no big deal. You’ve been that for your whole business career. Some people are like, no – we want to sell to people. Oh, this was great – I was speaking in New York City in Manhattan. Manhattan has a little bit of an edge. If you ever want to see a very interesting, human dynamic, go to a movie in Times Square because they yell at the movie. It’s like an interactive kind of thing. It’s like a video game. It was very New York. Anyway, I’m telling this guy about, helping people just like I said with you, and he stands up in the middle of my presentation and says, “That’s not the way we do it.” And I’m all miked up, but I’m looking at him like, Man, you just poked the bear. This is going to be very, very interesting. So I asked him how he does it. He goes, “we call 125 people a day. We get through to about eight, about six hang up and two talk with us in which we move one to the next stage.” I go, “Oh, that’s interesting. So, you essentially waste 99% of your time, effort money, right? For this business model. That doesn’t that sound a little dopey?” He says no, that’s the way we do it and it works fine for him. I then proceed to ask about rep turnover. No surprise, he says its high. I then ask about the other like, 126 people you call? He says something like, “Yeah, there’s that” I then asked audience how they feel about Joe’s outreach and the whole audience starts, booing. The guy throws down his program and walks out.

That’s why it’s a whole big world out there because some people just naturally get it and some people don’t. And then in 2017, The Inbound Organization – which I always thought inbound was more than just like sales and marketing tactics. I always thought it was a management philosophy. I worked in it for HubSpot for 10 years. I saw how they did it. So Brian Halligan, the CEO wrote the foreword Todd Hockenberry is my co-author. He’s the best co-author in the history of books. We combined on it, Wiley published it, it’s been hugely fun and exciting to promote it.

Perseverance and Relationships

Justin: So, Dan, there’s a lot to unpack here. I guess, the theme, the two themes I would pull out are number one, perseverance, right? There’s a lot of ups and downs in going from being in a band, cold calling to building companies to going bankrupt. Getting back, and you know, jumping back into the ocean. The second one I would pull out is relationships. And I hear the same types of stories over and over again, from people that know how to form relationships. And that’s, you know, I got fired, we’re still best friends..they brought me in another company. You just see these relationships and that power of these relationships. So, I’m going to ask a really broad question and hopefully we can come to pull out some specifics here, but what do you attribute that perseverance? That’s not a normal thing. I think a lot of people shy and that’s it, screw it! What’s the catalyst for that type of behavior?

Working Harder Than Millennials Since Before They Were Born

Dan: It’s my special sauce. I still will outwork virtually any millennial or anybody. I’ve got one setting. I’m at 10 all day I wake up at 5:30 the morning. I got plenty of dough. I live in Arizona, I always thought living in Arizona was great because I could start calling at 5:30 in the morning and people in the East Coast would be there. And the reason I have like five jobs is I love it. It’s not work. It’s pretty funny, when I was growing up when you turn 60 you died – they like smoke, they drank…..and they like actually work. They were like landscapers. They were in the military. They really worked.

I’m on the phone all of the time. We’re in air conditioning, I wear jeans, I wear a T shirt. Right? For me dressing up is like putting on a polo. And it’s like all I do is talk with people and it’s super fun. And people like the big energy. I go all over the world. And so, from a very early age, I realized I wasn’t the smartest tool in the shed, but I realized my competitive advantage. No one would ever outwork no one. It’s like, I wanted to prove to myself that the one thing I had is you cannot beat somebody who won’t quit. And I will come at you and keep going and keep going and keep going. And it doesn’t matter. Sometimes it would be horrible. I would think that there’s no way I can keep going. Somehow, I kept going and that is perseverance. Anybody can do it. You don’t have to be smart. You don’t have to be fit. You just have to keep going. And if you need help doing that, you just call me, email me – whatever. And I will tell people, let’s keep going. Let’s keep moving.

Create Impactful Relationships

Dan: The other thing that you said that is very, very smart and one of your advantages, Justin, is emotional intelligence and relationships. What of my famous quotes is “every business is a people business,” right? And that’s all that matters, right? Because everybody has strengths and weaknesses. When I’m working in my mentorship program with these 22-year olds, they all think they should be Mark Zuckerberg, they all think they should be Elon Musk. I’m like, you’re 22, right? You don’t even have a full brain, yet. All you gotta do is like, survive. You just got to keep moving. And they’re like, I haven’t this, I haven’t done that. I haven’t gone to Bali. I haven’t started a company. I haven’t got my PhD and I’m like, are you kidding me? But everybody has strengths. Right? What are your three best strengths there? Justin?

Let’s Sidebar About Justin’s Strengths and Weaknesses for a Moment

Justin: I’d say number one is definitely relationships. That is what I pride myself on. I think versatility and you know, I’d also say grit. It’s a little bit different than perseverance. Little bit, perseverance. But yeah, that’s definitely my top three.

Dan: And what’s the 3 things that you’re working on? What are the three things you like, I wish I could do that.

Justin: I’m always working on empathy. Like, that’s my number one. You got to put those in the in the same bucket. I’m from the School of just get it done, you know? And to your point, you know, when you’re dealing with a younger workforce that values different things, they really want to be heard and, you know, they want that feeling that you understand where they’re coming from. And I do, but I have difficulty communicating to the volume that they desire.

Be Kind

Dan: That’s awesome. When I was 40, I was like – just get it done. I was a hard ass. My wife worked for IBM when I was IBM reseller in Manhattan in the 90s. And someone who was working with her said, “Have you ever met Dan Tyre?” Which was funny, because we were married and she’s like, yes. And he’s there like, “Yeah, he’s the most aggressive little man you’ll ever meet. Right? “It was true. I would be like yelling at people. I’d be screaming at a guy to get this done. All that kind of stuff, until I realized this guy, Fred snow. You asked in the briefing notes, who is a good catalyst for change? This guy, Fred snow went on to be a great executive at Adobe. He had white hair. And he was from San Jose. He came to New York and he said, “You know, Dan, getting all excited and emotional about business. That’s won’t get you to win. If you got to do that, make the other guy emotional, and you just want to be even keel. You’re like, not creating these sustainable scenarios.” I looked at him and realized he’s right. It’s a different world out there today. Everybody is going through it – they’re just trying to get by, right? If you just like say, all right, how are we going to get this done? How can we do it together just offer a little help.

The great thing about being 60 – you see what the breadcrumbs are for. You see that all that stuff you obsessed about, like eight years ago, all the stuff that you get worked up about. It’s all just bullshit. It’s just business. What really matters is the relationship you have with people and how you make them feel. And everybody has strengths. Everybody has weaknesses, right? Everybody should lean into their strengths. And if they got weaknesses, they should find somebody that can support them to help them through those weaknesses so that they can get through.

Learning from Your Kids

Justin: Tell me the story about your son going to college. I understand that has impacted you as well.

Dan: My mission statement is to do the most good that I can for the universe. That impact, right? It’s a big, it’s a big statement. Okay. I stole it from my kid. He’s a nerd. He’s a brain. I was just telling the story to Aly Saxe. I was saying that when Eli was nine, I’m holding his hand walking and he looks up to me and he goes, “Dad, I think I’m smarter than you.” And we both knew that he was right at nine. That’s just the way he is. He’s the brain. And he studied really hard. He went to great schools here in Arizona. He was selected to go to University of Chicago, he got in, he goes for two years, says that he’s got to take a semester off, takes a semester off, takes a second semester off, calls me up and says, “I’m not going to go back.” And what do you do if your kid says, like, I’m not going to graduate from college? What would you say?

Justin: I mean, I actually think it would be okay with that. I guess it depends on the reason why – it’s a very situational.

Dan: Yeah. Okay. That’s good. So, Eli, first of all, says there’s no smart people here. Mind you, at the university there’s like 37 Nobel Prize winners. Then he says, “I’m not really into it. I’m not really going to lean into it.” I’m like I Well, that’s pretty important. Then he takes out a binder of all this information about how, like if you go to a top school, you make a little bit more money, but it doesn’t really impact your life significantly, right? And at the end, we go back and forth for a long time. At the end. He’s like, but dad, all I want to do is the most good that I can for you.

Then I’m like, Okay, yeah, I’m like so first of all, I don’t know whose kid you are. But that is awesome. Right? Second of all, I don’t have any stroke with you anyway. So, go off and do whatever you want. You have my blessing. He didn’t really need it. But then he went off to Silicon Valley. And third of all, I’m like, I’m stealing that line. That’s my new mission statement. And it fits me perfectly. The reason I’m still at HubSpot 12 years in is, we’re all about growing for the better. That’s not just your bottom line. It’s not just about leads and customers. It means doing a podcast for your buddy Justin, or helping people that need a little help or growing as an individual or growing as a leader or growing as a dad.

And the great news is in the 21st century, right? We’re all connected, right? You can get on the phone or ask Kristin to ping me, and we can do one of these things and no, I’m not even in the same location as you are. Right? I don’t even have to put on a collared shirt and boom – here I am. It’s a hell of a world we’re living in. These are the greatest time ever to be alive and I want to celebrate that I’m super excited to continue. What gets me jazzed is helping more people. I love being on your podcast and if there’s ever any way I can help you, which I’ve told you this before. Or any of your listeners Dtyre@HubSpot.com right? Phone number is 602-432-7451. You call me, I won’t pick up it’ll go right to voicemail, but my executive assistant will call you back. Go to Dantyre.com, find me on Facebook. Whatever you want to get my  attention. You go Dan, I need help. And boom, I’m right there.

Deciding Where to Invest Your Mentorship Time

Justin: So, with such a wide net out there. Like obviously you touched on one of the biggest challenges before us which is time, right? We’ve all got a finite amount of it. Is there a certain qualifier? Or is there something that you look for in people that you want to spend your time with?

Dan: Yes. So I’m very process driven. What HubSpot has told me is that lots of people say they want to do stuff, but unless you’re willing to commit to writing – so, if to get into my mentor program, you have to read a book, send me the three things that you learn from the book. And then you have to set your one-year goals, or either your 5, 10- or 20-year goals, one of the final three, whichever is easier. So that’s like, eight hour’s worth of work. If you don’t do that, I can meet with you periodically. But I can’t really enter a trusting relationship because one of the things that I’ve learned is giving generic advice is dopey. I can’t give generic advice. That’s just stupid. I don’t know how people do it. Because you’re not gonna live my life. And unless I know what you are and what you want, I can’t really help you get there. And so, to do that, it takes a little bit of time and effort. Same thing, when I’m helping agencies or companies grow.

We have Martinez-Tyre – creating a successful startup in 2019. It’s 10 questions. I send it to you, and you have to write it out and send it back to me. If you don’t do that, that means you’re not really serious about working out your problem because you haven’t thought it through. You haven’t put together the plan and the way we solve problems in 2019 is you start with the goals and work backwards. If you don’t have goals its really, really hard to solve the problem because you don’t know if you’re on the right path or a course correcting it.

Wrapping It Up

Justin: So Dan, I love how this episode is kind of taking shape. It’s essentially a walking talking billboard for Catalyst moments, right? If people want to get in touch with you, I think you already threw the email address out there. But where can they go?

Dan: Email is probably the easiest way or you can get my Facebook page as well, and I’m like available. I do office hours in Phoenix 10 or 12 times a year. So, I take a Friday and go to the Henry and I sit there and meet with people. You can go to Daniel Tyre on Facebook, you see the office hours, use my scheduling widget and you schedule either 25 minutes or 15 minutes depending on how much time you need, then that’s when you send me the three things you want to work on. It can only be three because I can’t concentrate on more than three and it helps you set your priorities. I look at them, I noodle on them. If I think Justin’s better at answering that question I’ll either loop you in, or I’ll say, I’m not really the guy to go for this. I’ll point you in the right direction. And I do that 12 times a year. And sometimes they do it Co-Hoots. Sometimes I do it at the Department downtown. Sometimes I do it to Galvanize – it’s all so much fun. And that’s the way I stay connected to the Arizona entrepreneurial community. That’s the way I see lots of deal flow. That’s the way I see and practice some of the techniques for scaling companies.

Justin: Dan, thank you so much for joining us here today. And of course, if you guys are just tuning in today, please give us a liking a review. on iTunes. You can always check out past episodes here. And remember, never miss an opportunity to be inspired.

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