Der beste ROI für dein Unternehmen

0:00Best ROI in business. All right, pay attention to this one. Best ROI is still talent. So, the cost and return on talent. So, let me get deep on this. You have How much does it cost you to get the talent? And then how much will that talent make you? And so, I had a dentist who came and uh was like, "Hey, I have this specialty dentist that we're going to find, blah blah blah." And I say, "Okay, well, how much does the dentist make you in gross profit per year?" And at his facility, he made $700,000 in gross profit per year per specialty dentist. And I was like, "Okay, that's gross profit." I said, "Okay, fine." And I said, "So, if you just had and I think he was doing 4 or 5 million dollars a year profit, something like that. And I said, "Okay, so what's the problem?" He said, "Well, I can't find any of these dentists." And I said, "Okay, well, how much money are you spending, you know, with on recruiting or marketing?" And he was like, "I don't know, like 2,500 bucks." And I was like, "Okay, so let's hear me out." I said, "If I had an investment that that I said would cash flow $700,000 a year, what would you be willing to to pay one time to buy into that investment?" He was like, "I mean, if I knew it was 700 grand a year, I mean, 700." And I was like, "Right. So, you should be more than happy to spend 50, right, on a headhunter or 150 on a headhunter to go get this get this level of talent." And if you And he needed four to hit his next goal, which he had, which was like to double the business or something. And so, I said, "All right, let me ask you this. I think he had 4.6 million I think was his profit." I said, "This year, if instead of making 4.6 million in profit, you made 4 million, and then you got you spent the 600 to get four guys at 150 each for a headhunter to go get that talent and maybe have relocation bonuses, whatever, would that be worth it?" He was like, "Well, when you say it like that." I'm like, "Right." And so, I still to this day believe that especially in the age of AI, where every star employee who can use technology gets even more leverage, the return on talent is is even better than it's ever been. And so, when you see Meta paying these hundred million-dollar bonuses and stuff for these single individuals, you're like, they're crazy. Or they know something we don't know, which is that they might still get a billion or two billion or five billion in value from this one person if they can unlock it. And so, I think about this from two angles, like a micro and a macro perspective. So, on a micro level, when you bring someone in, you get time back. It's work that you don't have to do that you now get back.

2:18Phenomenal. On the macro level, the higher the level of talent, the more it's impossible for you to have their lifetime of experience. I can't live in AI coder's last 20 years, right? Or last 10 years. I can't go do that. So, all I can do is spend money to go buy that lifetime of experience and then apply it into my business. And so, fundamentally, the the bigger the business gets, the more it's about assembling the talent that then builds the business than it is about building the business.

2:46And your rate of business growth will be limited by your ability to learn because no one will come work for you who is better than you. And let me put my caveat on this. No one works for you who is better than you at everything. For sure. Many people work for me who are better than me at their specific functions. But they know that I have depth in some things that my depth is as good or better than their depth in their specific thing. And so, excellence attracts excellence. And so, if you want more A players, you need to become an even deeper A player because at the at at the most simple level, if you had the five best teammates in the entire world, you would have one of the most valuable businesses in the entire world. That would be that would be reality. Elon's superstar skill is that he's so good at engineering that he can attract the best engineers. And as a result, he can build the best engineering-based companies.

3:44That's his secret. And so, he's not actually running six different companies. I mean, he obviously makes his key decisions in those areas, but a huge amount of decisions, I'd argue the vast majority of the decisions, physically couldn't be made by one man because of the size of all six of the companies. And so, the only way that's accomplished is by having such a strong brand, by being so good at what you do, that the best in the world want to work for you. The problem is that you're not the best in the world, and so they don't want to work for you, which means, as always, we are the problem, we are the limiter of the business. Real quick, if you're a business owner and you're not growing as fast as you'd like, I'd like to give you a free gift. So, my team and I put together the $100 million scaling road map, which is basically 200 hours of us looking over all the portfolio companies we've had, and what stages of growth they went through, and more importantly, where they got stuck and how they got past it. And so, we broke it into these 10 stages, and we made this little kind of quiz thing, where if you put in your business information, it'll tell you where you're at, and the most important part for you, what to do for each of functions of the business across product, marketing, sales, customer success, recruiting, IT, human resources, and finance. And so, no matter what you're struggling with, someone else has already struggled with it and solved it. And so, I'd like to give you this thing absolutely free. You can go to acquisition.com/roadmap, plug in your business information, and if you want us to actually help you deconstruct a business and you're trying to scale, we'd love to help you out. On the thank you page, you just book a call with my team, and we will look at the business, see if we can help, and if we can, we'll invite you out to Vegas, and we'll do this in person, live.