Wann du dich als Gründer aus dem Tagesgeschäft löst

0:00I own an online shop for bike parts in Germany. Okay. >> about 1.8 million in revenue and I would like to be at five in the next two years. All right. So, I'm getting caught up in, you know, customer support, forklift lifting boxes, and so on. >> Can you explain to me again what you sell? Bike parts. >> Bike parts, all right. >> Yes. >> I was just so excited to hear you talk.

0:24Okay. So, you sell bike parts e-commerce? Yes, e-commerce Shopify store. >> you have a Is it all Is it all ads? Is it influencer driven? Is it Do you have a YouTube channel? Like, what's your thing? >> It's 100% Google Shopping Ads. Oh, interesting. Okay. >> the one you think. And so >> like you have a brand around it or you sell anybody's stuff? Um I only sell branded bike parts. >> Okay, you sell other people's stuff. So, you're just a distributor. Yes. >> Okay, got it. >> And we compete on price.

0:48>> Yeah, the worst. Yeah. And my Yeah. My question basically is at what point is it the right decision for the founder to fully step out of day-to-day operations and get a manager in place to oversee like the shipping employees and the warehouse completely? >> What are your margins right now? It's 25% after all overhead. >> That's not bad. Okay.

1:13Um at what point If we if we do this, what are you going to do with the time? I'm going to do spend it in marketing Your time. >> buying more parts, >> Yeah. other channels, Mhm. all of that stuff. So, you're at three, 25%, so you got 700-ish thousand in profit. Is that right? >> No, it's like 450.

1:38Like, I have 1.8 million. >> Oh, 1.8. I heard three for some reason. Okay, sorry. 1.8. You're right, it's right. 1.8 million, so you're doing 450-ish in profit. Um I'll say it differently. This This manager where you're from, how much does it cost? It's about >> Cuz Germany's a little less for labor. Yes, between 60 to 80 for a middle. Yeah. And 100 for pretty good talent. >> go for 100.

2:04Cuz it'll be more than worth the extra like One of the biggest arbitrages that still exist in business is paying 20 or 30% more for A+ talent because they're worth more than three or four times B talent. It's still one of the things everyone [ __ ] up cuz everyone's afraid of spending the extra 30, but it's like you can't afford not to. So, I would highly encourage you to spend more to get the right person. Um So, if you if it costs you $100,000 in bottom line, right? You're going from 450 to 350. And that means that you have to make $400,000 back just to break even on this guy.

2:34Right? Can you do that with the time? Yeah, I can do this. Yes. >> Okay. Then yeah, I think now's the time. Okay. Okay, thank you. Yeah, love this. Yeah. If you are a business owner and you are 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 the business and you're trying to scale, we'd love to help you out. On the thank you page, you can 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.