Oli Billson started his first business when he was 15 years old, and now he’s an international speaker, sharing his expertise on marketing strategies for business success and growth.

Oli Joined us at DigitialMarketer to share his strategy for success: the idea of building businesses within businesses. He outlines the benefit of developing additional income based off of the service your business is already offering, why marketing is the most important part of your business, and his advice for business owners and marketers.

In this episode you'll learn:
  • The different problems that arise from each level of business growth and the questions to ask to solve the problem
  • Your business will only grow as much as you can grow as the business owner
  • Start with the end in mind and then work backwards to solve the problem
  • The importance of picking your battles when it comes to your business
Speaker 1: (00:02)
Britney just about using that technology to have humanized conversations in a way that people can consume information and act on that information and engage with you to a point where they're going to make a decision to work with you today. Only bill [inaudible].

Speaker 3: (00:26)
Hello and welcome to the digital marketer podcast. My name is Garrett Holmes and I am Jenna Nathan and we're sitting down today with an exceptional guest, Mr Oli Billson. He started his first business at 15 years old Garrett, I don't know what you were doing at 15 but I can say I definitely was not starting a business. I believe I was learning how to kickflip the backside of a pizza joint and my hometown.

Speaker 4: (00:53)
So Oli not only started a business, but he went on to own multiple businesses, even one that eventually went on to grow up to 170 franchises internationally.

Speaker 1: (01:06)
So now Oli takes all of this information that he's learned through his experiences since he was 15 years old and speaks all over the world, all about marketing, all about his strategies towards success and growth within his businesses. It's really inspiring and really fascinating to see how smart this guy is and how willing he is to share his knowledge with the world. And that's exactly what he did.

Speaker 4: (01:32)
So Oli's going to paint you a roadmap that will guide you through your own revenue growth journey. So no matter where you're at, how many zeros you have attached to your business, he'll give you an idea of what to focus on, how to adjust and give you the ability to really lay the foundations so that you can take the next step in your business.

Speaker 1: (01:53)
Within Ollie's own businesses, he's been at every stage of the revenue journey. So he really has this framework for what to focus on at every stage that you're at, whether you're at $100,000 in revenue, $500,000 in revenue, a million, you have to focus on something different in each of those stages. So it was great to hear him break that down. Yeah, for us, we're really, really happy to have had the opportunity to sit down with Oli. It was a really, really great conversation. And I feel like at this point, after this conversation, Oli should be sending us an invoice because it felt almost like a consulting session. I feel like this conversation was worth 10,000 plus dollars and [inaudible] I'm glad that we're releasing this episode before, you know, he hears me saying this because I really, I really do think that there's a lot of value within this conversation. So without further ado, Oli Billson, Oli Billson, how are you doing? I'm good. I'm really well, in fact. Good, good.

Speaker 5: (03:00)
Well, we're so excited to have you on the show today. We've got a lot of heavy hitting questions to ask you, so I hope you're ready, but let's take it all the way back to the beginning. So can you kind of takes us back to the early days and tell us how you kind of got into this world of entrepreneurship and eventually moving into teaching marketing and running a marketing agency? I actually was a high performance tennis player from a very early age. I started playing tennis when I was six years old and tennis has taught me a lot about more so than anything else, more so than the traditional education route that a lot of people take. You know, tennis is a fairly individual sport. I mean, unless you're paying doubles, that is right. And for me that means that there's a lot of critical thinking that goes on around what you do, you know, the tactics and strategies that you use. And that plays towards what we do in business.

Speaker 5: (03:58)
One thing I knew from my experience was to follow my passion. I'd followed my passion with Tannis and my next passion was with cars. Right? And that's what I did. I started a car detailing business. You guys call over in the States, what do you call it in the U K we call it car validating, but I mean, and now it's kind of more, we've taken on the American term detailing, now we're in it. And so with that came an opportunity to start my first real business. And from that, you know, I was always wanting to be the best, you know, coming from that kind of sportsman kind of background, I always wanted to be the best I could possibly be at something. And so I'm naturally a resource investigator. I will research anything to the nth degree to kind of get an edge on anything.

Speaker 5: (04:48)
Yeah. And so if I was doing Cardi tailing, I wanted to be the best car detailer. If I was doing window tinting, I wanted to be the best window tinter. I wanted to learn all the tips and tricks and tools and everything that I possibly could to be the best window tinter and ultimately to build the best business. But the stark reality of that is, you've come to realize that number one, there's only one of you. That's the first problem. Okay. And the second realization is that it doesn't matter how good you are at what you do. That doesn't necessarily mean that you're going to build a successful business. And so it didn't matter how good I was at doing window tinting. It didn't matter how good I was at doing whatever it was that I was doing. The only thing that really mattered was the ability to get and keep customers.

Speaker 5: (05:43)
And I figured that out pretty quickly because McDonald's don't make the best burgers. They absolutely don't, but they just have a very predictable and consistent system that they use to have high footfall and have consistent quality and have other people involved with the business that created a real business. So, you know, for me, I guess now I'd look at it and go, wow, you know, there's a difference between self employment and being a business owner. And at that point I was starting to realize and kind of juggle between being a self employed person and realizing what it may take to build a real business and to become a business owner, quote unquote. And so that was kind of my first foray into that. And quickly realizing in that transition that marketing was probably the single biggest thing that I could do that would move the dial for me.

Speaker 5: (06:40)
That would move the business forward. But unfortunately for me, I didn't know what I know now. I actually went through a process of wasting a whole lot of time, money and effort on a lot of marketing advice and lots of marketing tactics and strategies that were more geared towards brand based marketing at the time. And so it was like I fell into the second pitfall, which was once I'd figured out that I needed to learn these things, just because of the fact that you want to try and build your brand doesn't necessarily mean you're going to build your business. And so brand is kind of built as a byproduct of success. I didn't know that then. I just thought you had to go and put all your effort into building a brand and then customers would come when in actual fact, I needed to discover something that was going to be really going to serve me better.

Speaker 5: (07:36)
And so that's when I discovered direct response marketing. That was my first exposure to that. I'd wasted so much money and I just needed to find another way. Then I discovered direct response. How old were you? So I was, I know that I just turned 20, when, yeah, when I discovered that and I read a book, I was going on holiday and I remember thinking, I'm like trying all these things and nothing's really working for me. Like nothing's really changing for me and I've got to get better at this somehow. And I read this book called the ultimate sales letter that was written by Dan Kennedy, and it kind of talked about the fundamental principles of direct response marketing. And within sight of that, it meant that I could finally try and find a better ways and better mechanisms to be able to get people to respond to me and actually have people search me out rather than just trying to build this brand that was getting exposure. I could now have a measurable way of bringing people towards me that then I could then scale. And this didn't click for me right away. This wasn't like an overnight thing. I suddenly discovered direct response marketing and then I was building multimillion dollar businesses. It took some time. It took education, it took perseverance, it took dedication to continually investing in myself and my own development to figure that out. But I discovered a principle or a philosophy that I knew if I worked hard a fat, then I could continually improve and get better results with.

Speaker 5: (09:16)
So we've heard, you mentioned before this idea of building a business within a business. Can you kind of unpack that for us? This is probably one of the big things that doesn't really get talked about. So I know that it's a great thing. It's a great question because quite frankly, that's how I've managed to start, grow and scale four separate million dollar businesses and from that very simple principle, what is meant by building a business within a business is looking at what capabilities you need to be able to either grow and develop or buy into a business that can create an additional income stream for you in some way. Now it could mean that you could want to try and create, for example, another income stream to your existing business and you already have a hard cost to run that business, right? You're already paying for certain things that allow that business to run.

Speaker 5: (10:28)
So you're leveraging tools or resources that you already have to develop another income stream, that additional income stream doesn't now need to have it own resources from the get go to support that business. So you're already using what you already know and you already have a cost base that's perhaps already liquidated by an existing business and now you're creating an additional revenue stream inside of that business. So an example of this was a more specifically something that would give you the ability to cross pollinate, cross-fertilize, cross-sale, whatever other kind of wording you want for it, for one to another. So for example, I had a window tinting business, so I already had customers that were paying me for those services. I then saw an opportunity to develop a vertical wrapping business. Now I'd already got a cost base that supported me in that business. And so to develop that new income stream, I already had customers that I could sell to and cross sell to because they are the similar profile to the customers that I was already serving.

Speaker 5: (11:41)
Okay. So now I can develop that income stream by putting marketing towards them to create almost a business in its own right because there's a congruent C between the customer that I already have. And then from there then that and took that to another level where I knew from both of those two businesses then that those people that we were serving, they may also want another type of service, which to us was a vehicle remapping vehicle tuning service. So again, that profile of people meant that I could sell into that type of business as well. And now suddenly my cost base has been reduced massively because I've got three income streams supporting that cost space. I can create capabilities and resources and people and teams that support all three because they're all three types of businesses and they're all very complementary to each other.

Speaker 5: (12:36)
But probably one of the biggest things that I want to talk about in terms of business within a business is to think about this is not just the services that you offer, but it's also the teams and the infrastructure that you build. So for example, when I was building my vehicle remapping network, which grew to about 170 franchisees internationally, one of the things that allowed us to do that we had to build a marketing team. Now that meant that we had to invest in that team and when we did that we were building a marketing capability, a division of our business that was a marketing team, so a business within a business as an extension of that to go into the layer would be where do you think our marketing agency started from? Yeah, it started from our in house capability that we built our in house marketing team that then we realized we could utilize and leverage that team for another income stream and then to go even one more layer than that.

Speaker 5: (13:42)
Now we've developed a marketing agency from that marketing team. Wow. What about all the standard operating practices, the processes that proprietary systems, the tools, the learning, the onboarding resources that we give our team. What can we now do with that information? Now we've got a training education resource that we can also sell to other business owners that are not within our agency. So there's just this, it's like peeling an onion when you look at it that way, but just from going through that process of building a business that was working really well, to then training other people how to build a business that we'd built to then build a marketing capability to then sell information and education to where the business owners of how we'd done that were just really fragmenting and splintering golf, everything we can. That's all very complimentary together.

Speaker 4: (14:45)
Yeah. What I find really interesting is that I feel like for most people and businesses, they have their offer and then they might like splinter the offer or splinter, like creating a new offer within the same business. But I find it super interesting that you were able to not only offer something new but build an entire business around that, call it something separate, put a different dedicated team to that. I just, I feel like there's so many entrepreneurs listening right now that are like, I don't even know how to scale my business right now with what I have.

Speaker 5: (15:19)
I was having the same exact thoughts. Same exact thoughts. Yeah. The interesting thing is is probably our vision back then, you know, we didn't know where that might end up, but when we became world class at what we did, which was getting extremely competent with direct response marketing, online marketing, online advertising, and we were doing that for ourselves very well. So we were eating our own dog food. Okay. Spending our own money, figuring things out of what was working and what wasn't working. That gave us a platform and confident to be able to say to other business owners, Hey look, we figured some things out here and this could also work for you as well. And by the way, we have got the team to be able to help you execute and implement that as well. And if that isn't the right Avenue for you, we can show you and give you the tools, training and resources to be able to do that as well.

Speaker 5: (16:20)
And so that's one of the biggest things that I felt has been a big advantage to us compared to a lot of people out there that are proportional giving information is that I still have these four businesses. It's like the biggest testing lab for anything. It's exactly like digital marketer and other media properties because you figure out what's working and then you share what works. And that to me is way better than anything else because we're really putting ourselves out there in say, when I'm sharing a tactic or a strategy or a funnel or something else, I absolutely know every single aspect of that and who it will work for, who it won't work for, realistically, what kind of return that they're going to get from it and in what time they should expect it. And exactly every part of the mechanisms of how all of that stuff works, which you know, I absolutely still love because it's as much as about figuring out what doesn't work.

Speaker 5: (17:22)
As much as you know, you fail a lot more than you win. It's just that when we, when we can share that now more so than ever before. So obviously you've got multiple businesses now, but I want to kind of focus in a little bit on the agency side of things. So within the agency, in today's day and age, what do you see as the biggest problem that clients are coming to y'all for? What are people bringing up that they need help with? Well, I think the first thing to understand is that what people need really depends upon that level of business of where they are at. There are multiple levels of growth within small businesses. Should we, should we put it that way? Yeah. There's the phase of business that people are out between startup with really $0 million to $100,000 that first zero to six figures.

Speaker 5: (18:14)
There are certain growth challenges and hurdles that a certain type of business, regardless of what industry or niche they're in or vertical that they have. And so when somebody comes to us, if they're in that phase of growth, if they're at that level, then there are some things that they need to focus their attention on more so than anything else. And often what we find with a lot of entrepreneurs and business owners is nobody's ever taught them this stuff before, so they kind of start guessing around at what their problems are. I mean, I think everybody at that level, their commonalities getting customers, okay, it's a marketing problem that they have. It's a lead generation problem that they have. It's an author problem that they have because they need to find something that works. They need to find an offer that converts. That's really their main problem, but that's different to the person that's between a hundred thousand to a million in turnover because that problem is a sales problem.

Speaker 5: (19:21)
And so they need to take the leads that they're generating and they need to find a predictable and consistent and an affordable way of converting them to customers. And so that's the sales mechanism that they need there's probably other aspects of marketing automation that they don't have the systems that they don't have. And so there's a commonality there. And then between one to 5 million, one to 3 million and 3 million to 10 million, there is a different set of challenges, obstacles, problems, fears and frustrations that business owners and teams share over a seven figure Mark. It's about building a team. It's about culture, it's about vision, mission, values, purpose. It's about the stuff that you haven't ever been thought to thought about before. Because before it was all about getting leads, getting prospects, and getting customers. And now it's more about how do we build a team?

Speaker 5: (20:18)
How do we create a culture? How do we align everybody to that culture? How do we hire, how do we fire? And so that's a different set of problems that that type of business owner faces. And you know, I've been through every single one of those different levels of business. And so when somebody comes to the agency or comes to me and they start talking generally by the number of employees that they have, that turnover, I can pretty much, we'll know roughly what their biggest pain point and frustration and problem actually is at that level of business. And then it's just a case of now knowing that what do we need to sharply focus on to be able to get to the next level? And it shouldn't be lots of things. Generally it's one thing that's going to really move the dial for them and become their, we call it that big domino.

Speaker 5: (21:08)
What's their big dominant? There's lots of dominoes, but you need that one domino that will then allow that business to get momentum. No doubt everybody's probably heard the expression, what got you from one stage won't get you to the next stage. So your business will only grow as quickly as you can grow as a business owner. And so that means that you have to think about things differently in these different phases of growth. You have to take on things that you may not have had to grow and expand yourself with before. Things like leadership, you know, and growing your team to build an enduring sustainable business. So in answer to your question, it really depends on where somebody is today and what their next level is beyond where they are.

Speaker 4: (21:54)
So when you do have someone and you've already kind of diagnosed where they're at, regardless of where they're at, what's the first thing you do when you sit down with them?

Speaker 5: (22:02)
We take people through a strategic planning process because most people when they come to us they're like, Hey, I've got this idea for this cool funnel, Oli, I heard you on perpetual traffic and talk about the phone funnel framework or I saw you speak at TNC and I want to do that. And that's all very well and good. And that's just like one thing within the playbook that they could do. But just like every business owner, there's lots of things you could do, but there are probably only so many things that you should do. And to extend upon that, you have to do the right things in the right order to get the best results. And so what we do is take stock, get the business owner to take a step backwards and look at things from more of a 30 to 50,000 foot view of their business.

Speaker 5: (22:50)
And so we really start to begin with, Hey, let's not worry about the tactics for now. Okay. And there's lots of tactics, but where you are, there's probably one strategy and that goes back to where they are in their business right now, what level of business they are at right now. So if they're trying to go from a hundred thousand to seven figures, then okay, good. What's the mission that we're on? Okay, so to corral them and their team around, where are we going as a business? Like that's the first port of call. Okay, where are we going? Because anything you do as an agency or anything that you do with inside of a business should meaningfully move you forwards towards that mission. Okay. Now, it may not seem at the time that everything owls cascades from the mission of the business and so every business has a purpose why they exist.

Speaker 5: (23:46)
The next thing is what's their mission? Where are they trying to go over the next three years? It's hard to look beyond three years to be honest with you. Some people talk about this as a vision that we have for the next five years or more. It's quite difficult to think beyond that. For most small businesses, obviously people like car manufacturers and people like that, they have to live that far in the future because their whole brand depends on those. A small business, it's like three years and then what we do, we say to them, okay cool, what are the big rocks? What are the big priorities that we need to focus on in the next 12 months? And those are the things that are going to contribute to that mission being achieved. And so what we look at is three to five key priorities for the business and this is like broad stroke stuff.

Speaker 5: (24:33)
Okay. Then once we have got them aligned with that and they're pleased with what that progress would look like. And I say that kind of tongue in cheek pleased with that progress because most of the time when something really works as a business owner, you forget to celebrate your successes along the way and you just want to move on to the next thing and get there as quickly as possible. Whereas when you kind of take stock and say, well, if we do this as a business, this is what this is really gonna mean for us and what it's going to mean for me as a business owner, what it's going to mean for my team and everybody associated with achieving those priorities, you can unify everybody together around it. So there's so much more clarity towards where you're trying to go as a business and everybody can rally around a common cause.

Speaker 5: (25:22)
And those are those priorities, aligning those 12 month priorities. And then of course the next step is like, cool, so what do we need to now do in the next quarter to be able to get somewhere close to see progress on those priorities? This is kind of a very typical strategic planning process. We have a slight twist on the way we do it, but then you start to provide your team and other people that are inside of the business, giving them the ability to own things, own projects, own programs, not just you. And so from there you can then formulate what are the projects? Then, you know, this next month we call them sprints. You know, in this next sprint, what are we going to work on to achieve those quarterly goals? And that's where you start to get more tactical. That's where you start to think of, okay, I've now going to reverse engineer my revenue goal, my profit goal, my number of customers, or whatever that we need to get to in the next quarter.

Speaker 5: (26:25)
Great. So let's start with the end in mind and let's work backwards to how we're going to achieve that. That's where you can start becoming more tactical over what do we need, what capabilities do we need, and in actual fact, then you can hone those capabilities to what you don't have. That may be hiring an agency, it may be hiring several agencies, it may be hiring a freelance or even bringing in that person who was an intern and giving them a full time job opportunity to work on a particular project. That's really how you should go through the process of breaking all of that down, not starting at with what's right in front of you, raising yourself up above that and being more like a helicopter rather than a tank in the business. Definitely. Well, first of all, amazing wisdom. I feel like I need to go out and start a business right now and I'm very, very inspired, so I'm a big tech nerd.

Speaker 5: (27:23)
I'm a big, I guess you'd call it futurist. I love looking ahead and I love looking at what's coming out in terms of technology. So bringing it into the marketing world with something new that your agency is exploring, whether it'd be like a tool, a channel, or a process that you're really excited about, really diving into and finding how it can drive more value for you and your clients. Yeah, so I kind of have a feeling that especially these days where everybody's playing for everybody else's attention. You know, as a business, as a marketer, you're kind of trying to aggregate attention with your messaging marketing regardless of the media that you're using. That's what you're trying to do and all the market that you're going after. But what's happened with that that we have more technology now than we ever have had before, but people don't necessarily use the most appropriate channels to get the best results.

Speaker 5: (28:19)
And so what they find is they learned about email marketing for example, and they think that they're going to get customers from email marketing, you know, follow up marketing automation and so on and so forth. And so they just really focus on one channel and they may drive some behavior from that, but they are missing out on so much more because they are not really providing a way for customers to interact with them in the most convenient way. And just given the fact of how many marketing messages we get every single day, most business owners miss out on such an opportunity to mix up that modality and follow up with people through a channel that fits with that customer. And so most people, they just focus on one channel and they try and do all the right things in one channel, but they really can't get the full result that they really want.

Speaker 5: (29:16)
It's not the fact that things like email marketing his dad or anything like that at all, that contributes to a hell of a lot of revenue for everybody. But you want to start thinking about new channels and platforms and thinking about how you can leverage them in your business to connect with people at the moment that they're in, in the buying process, in that lead to customer journey that they're in. And so in the that you build into your followup in your marketing, you want to be starting to think about things like messenger or things like SMS and text marketing and thinking about how you can open those channels of communication up to start to have conversations with people. Because I feel so many people in businesses have backed away from that idea of actually having conversations because we've got all this technology and surely we should be able to drive behavior and results just with that.

Speaker 5: (30:08)
And it should just be autonomous and people should just be able to buy. And well actually the truth is that's becoming a lot harder because not only is it the fact that your message isn't even being seen, it's whether or not you're giving people the opportunity to buy, investigate what you have to sell in a way that is convenient to them. And so for me, the future of that is don't be held back on just one channel of communication to drive activity and sales. Think like a human. We're not machines. Even in the commerce space that's now opened itself up to having more conversations, opening channels of communication, not with messenger or with things like drift and tools like that that are available now that weren't available before. So it's really just about using that technology to have humanized conversations in a way that people can consume information and act on that information and engage with you to a point where they're going to make a decision to work with you.

Speaker 5: (31:16)
Yes, one hundred percent agree. I mean we talk about that so much, this idea of having real conversations. So important. I think the thing is is like, it's funny because the, the cycle that a lot of business owners go in, they were probably doing a lot of the right things when they first started, they were having real human interaction and then they wanted to take that into a way which was one to many. So they figured out that they could do that, but then became overwhelmed. So they looked at how they could solve that problem. So they may be brought in say marketing automation or something like that to help them follow up with people, but then they may have had some results with that, but they may get to a point where that plateaus for them and they can't get to the next level of growth because they're so reliant upon that as a business.

Speaker 5: (32:05)
Actually the very thing that worked for them in the very first place of having more humanize more aligned conversations with what people wanted and actually asking them what they want and then giving them what they need. As crazy as that might sound, they just got further and further away from that. Whereas now the savvy forward thinking business owners are actually coming back round to how can we have more interactions that are going to be more meaningful? How can we have more touches that are going to get to people at the right time, in the right moment in their journey to becoming a customer? How can we actually slow that process down even so that we can get them to consume? We can get them to engage with us in a way that's going to be more meaningful so that then they become more aligned with who we are. We can engender them to our brand more than we'd ever done before and we can lower the buyer resistance and also we can reduce buyer remorse after they bought as well because they trust us. And building that trust has to be built through the fact that we have to understand we're all humans and we're selling to humans. And so any way we can solidify that, we want to try and do that as much as we possibly can do.

Speaker 4: (33:18)
Yeah. Makes sense. Well, Oli, before we wrap this up, I really want to ask you a question that we ask most people by now. What is something you wish you could go back and tell your 25 year old self?

Speaker 5: (33:34)
That's a great question. I wish that I could go back and not tell myself this 25 years old. I wish I could have told myself this at like 18 years old. I think that every business owner gap's very distracted by the bright shiny objects. And whether that's the latest tool or tactic or funnel or whatever it is that's out there that people are promoting and talking about. And quite honestly, I would go back to myself and I would say pick your opportunities wisely, my friend. Pick them very wisely because there are some battles that you put yourself through that you don't need to put yourself through. It can waste a lot of time and energy. It can sometimes destroy some relationships along the way as well that you didn't need to destroy and really figure out how about like a litmus test for yourself, looking at opportunities in your own business and consider really how they're going to align themselves towards you getting to your goals or objectives as a business, your mission coming back to that.

Speaker 5: (34:52)
And if it doesn't support the mission, then just simply don't do it. We have something called an identity statement now that we use this where there's things that we say how yes. To. Okay. And there's a list of things, and this just kind of goes back to what I was saying is that like that is what we would definitely do as a business. There's a whole lot of things that we, from learning we definitely wouldn't do. And so I would go back and say, focus on the most important thing. Don't get distracted and create a litmus test for yourself to know what you should and shouldn't get involved with so you can keep yourself sharply focused on your mission as a business. No, I love that. Yeah, that was great. So great. So Oli, thank you so much for joining us. This was so much valuable, amazing information.

Speaker 5: (35:46)
Last question for you. Where can people find out more about you and what you've got going on as a marketer? I shouldn't do this, but I'm going to do it anyway because I think that, I think that, you know, splitting somebody's call to action is just, you know, unless it's multiple means of response, doesn't really help you, but I'm going to give you kind of two places. One is to go to Oliver billson.com which I'm sure some people may have heard of in the past. They can go there. We've got lots of free information around what we call dynamic response marketing, marrying together direct response and marketing automation and information about our agency of course is there so you can go to all of the bills and.com for that and something new that we have as well is called next level business.com I'm not going to tell you how much I paid for that domain cheap and our next level, business.com we help business owners usually between 300,000 to a million in revenue, create in house capabilities and work with a lot of the things actually from the certification side that digital marketer do is very complementary to how to build your own team, how to build your own in house marketing team.

Speaker 5: (36:58)
There's a lot of people that talk about how to build your in house sales team. That's definitely not what this is, but how to build your own in-house marketing capability for those business owners. That may be a little bit not yet ready for an agency, but that they can learn from our playbooks and processes to start building their own team with. Awesome. Awesome. Well, thank you so much again for being here. Yes, hopefully we can have you back on the podcast in the not too distant future. This was awesome. Thank you so much, Oli. Absolutely. Thanks so much for having Meall. All right, see you later.

Speaker 3: (37:33)
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