Event-Business: Den richtigen Operator einstellen

0:00Unternehmer/Gast I've been basically in the workshop and events industry for the past 10 years. In a situation right now where I don't have to work, but it What else would we do, right? And I'm sure everybody can relate to that anyway. So, I would love your take on basically a situation, how you would go about making the decision. So, there is a speaker, he runs events up to about 300, 400 people, and he's looking for somebody to be his head of events cuz he doesn't want to work like worry about the vendors, the like managing the team, yada Got it.

0:31And after doing some due diligence, I can just tell that really what they the biggest issues there are or there's a lot of potential in the back-end sales. And he almost has no front-end marketing, and he actually does what you were just talking about. He does guest speaking in a lot of events, gets a lot of people in there, has no marketing. Sure. Right? But is uh doing relatively well.

0:57And so, I mentioned that to him, and he's just like, well, why don't you just take care of those as well? So, he's a kind of like a high dominance, high influence type of guy, super charismatic, but not too many processes. Mhm. And I'm not really looking to do that cuz I just figured out the part that I like the most is like the customer experience, making that awesome, right? >> Mhm. So, how do I communicate that to him or find somebody who's actually in a position where they have, let's say, sales, marketing like really amazing, and they're so overwhelmed with like running events, and they're looking for somebody to do that cuz I I moved here from from Europe 2 years ago, originally Swiss, and I did that with uh a company in Germany, they make like 5 million a month, amazing. They published their tax records, so similar to you, like very like, here are the facts, here are our tax records, like And I'm finding I'm having a bit of trouble cuz I want to be an intrapreneur with somebody here, but who's legit, you know? Yeah. So, I think um it sounds like an outreach strategy for high-value targets is the way to do it.

2:03It's kind of like the unscalable things we were just talking about. Because it cuz you're trying to find one unicorn, and then like, this is goes for literally anybody. Like, if you have that I think a month ago somebody was like, I just need to I just really want to close Amazon as a customer. So, how They're They're like, how do I do that? I was like, okay. >> [laughter] >> Here's your three-step process to closing Amazon, right? Like, it's you know, it's it's you you you'll typically have to just work your way in through stakeholders. When it like the bigger the company, the more you have to like have more champions internally. Um and those are usually easier to get in contact with, which I'm sure you're you know, accustomed to. It sounds like this guy's probably not the guy that you want to work with. I mean, just from the the diligence he's done.

2:39Alex >> is amazing, and they are relatively successful. Like, that I think they could three, four, five X it. Yeah. But you don't want to work with him from what you're saying. I would I would love to work in that position, but he's he's almost like it feels like he wants me to do four different 80-hour works like 80 hours a week jobs, yeah. Have you said that to him? Um yeah, but he's just like, oh no, I think you'll be fine. We can just do like small changes. We just do some He laughs cuz he knows what I mean.

3:10Alex So, would you just say that, and if they don't see that, you >> You're totally that guy, yes. >> [laughter] >> It'll be fine. It'll be fine. He'll survive. I I feel like honestly, like I just look at like Okay, so actually, funny enough, I'm hiring for a head of events. And so, I'm thinking about like what I would say because people have come in and been like, I literally met with somebody, and they were like, this sounds like it's like four roles. And I was like, oh, that's really good feedback. Okay, I will take that feedback, and then I will break it up into parts. And so, I just think to myself like, what if you came and you said this is the org chart that it needs to look like? Here's where I fit in with that org chart. This over here, we need to find these other roles, too. Here's what I'm going to need under mine. Like, when I think about like when I'm interviewing for like executive entrepreneur type roles, that's the most value I even get from the interviews is the fact that they give me feedback to even find out if the role that I'm looking for is realistic or unrealistic, especially if it's a role that I haven't hired before, I haven't had in the company, or maybe I've been filling, so it is like, okay, well, I have all these skill sets that I can't expect the market to have.

4:08Alex That's what I would do is I would go back to him with the org chart. I'd be like, this is what it needs to look like. Here's what's over here. Here's where I sit, even if that means that that person that you're talking about with the front end doesn't report to you. Because I would say this, which is like, if you haven't managed that before, that side of it, and you haven't managed that kind of person before, there's a high likelihood that you struggle with that, and then that can taint anything you do on the other customer service side. Yeah, exactly, cuz I want to I want the expectations to be very clear, and cuz he he asked for references, and a lot of them also said cuz I ran like my own events for many years, and I'm familiar with sales and marketing. I understand that stuff, otherwise you can't do it.

4:45But I don't that's not my obsession, right? And so, he's like, but you're so good at it. Like, why don't you? So, you will just say, like, this is what it is, and if you don't get it, then I'm going to have to find somebody else. Yeah. Okay. It's like expectations set of everything from the beginning. So, if they're unclear in the beginning or like, you know, he's trying to spread you across like multiple initiatives, also just like somebody like that's speaking like that, like he's probably going to expect you to come in like work miracles. And so, it's also like, do you want to do that?

5:14I I don't have a problem with that if I if I think it's possible, right? And I >> Wouldn't call it a miracle otherwise. Okay. To help? Yes, thank you very much. If you are a business owner and you are not growing as fast as you 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 in 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 the business and you're trying to scale, we'd love to help you out. On the thank you page, you can 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.