Personal-Training-Studio: Von 5 Millionen auf achtstellig

0:00Unternehmer/Gast Hi, this is Laya Hormosi. >> Oh my gosh, Ila, how are you? >> Good. How are you? >> I'm really good. I'm really good. Sorry, gym life. I've got a gym music going on in the background. >> Oh my gosh, you're fine. I love your license plate. >> Ah, thank you very much. Thank you. They took it off me. They thought it stood for something else. So, the government took it off me, which is not fun. >> Seriously, they took it off? What the heck? That's so rude. Okay.

0:27>> Yeah. >> Not cool. >> I know. I know. Not cool. Um, well, you're on her Mosy hotline and Alex went to the bathroom and so they gave me your number to call and I was like, she's got the license plate. We got to do it. >> Well, look, I think that you are the perfect person to answer this question for me. Um, because yeah, I'm I'm really stuck, Ila. Like, I'm really stuck. Um, >> yeah, I uh have been training up a operator um to come in and replace me to have more time. um we really want to scale and go to three locations and um like and to four locations and scale to sort of eight figures and um the operator that I have poured so much into in the last two years has um unfortunately uh burnt out. I keep taking these technicians that come from like PT to PT manager through to like an operational role and I feel like I'm I'm I'm needing someone that has more influence versus the the technical guys that are coming in and and you know they've got all that analytical stuff and they're really good at the technician side of things, but it's almost like that matrix style org structure that's just not working for me. Um, I've got someone that potentially is quite influential like me that comes from like a sales background and has like a bit of retail management experience. Would you recommend that?

1:44That is someone that potentially could help me run like it's, you know, it's a $5 million PP business. We have 1,600 PP clients, 35 staff, and it's like high volume, but also high care and high service um PT model. And um it's it's there's a lot of systems that we've built out um a lot of you know data tracking. We know our numbers. We know our stuff and and we want to scale but it's like who who is the person that I should bring through?

2:11>> Yeah. So in general if you are looking at hiring somebody to be an operator. I look at it as an operator is really a people operator. Right now if you can operate and you can influence people you probably also can deal with process and systems and all those things. But I look at it as it's a much higher leveraged skill to have somebody who has the ability to um essentially influence people, lead people, manage people and drive sales than it is to have somebody who understands like the technicalities, the project management skills, the organization. So I almost look at it as like that person you want to have at the top and then they can contract people, they can hire people, they can like if they're not the best at the analytical technical side, they can get people who are, you know, like for me for example, like my skill has never been like, oh, I'm the best with systems and project management tools and organ like it would actually be probably a bad use of my time to do that because I'm better at, you know, leading people, driving revenue, doing those things. And so I think you want to think about what's your skill set, right?

3:10Yeah, influence. It's 100% influence. I love my people. I love pouring into my people. Conviction. It's um I'm selling >> even from the interview process of when I'm in HR and I'm even just selling a PT role. I use the interview process to almost like sell our culture, sell our team that the point of difference that we have in the marketplace, like I use my conviction to to influence my team.

3:34>> Correct. So, you want somebody who approximates your skills. If you bring in somebody who has none of your skills, then what are they taking off your plate? They are solving a new problem, but they're not solving the fact that you still have this on your plate. And so a lot of people when they bring in an operator, this is the number one thing I see is they think, "Oh, I need somebody who's like the opposite of me. They need to be like very detail- oriented, operate, and all these things." I'm like, "Listen, I'm an operator and I'm not that person. I'm not hyper technical. I'm not driving the project deadlines. I'm not doing like I'm a people leader through and through. And I also have a enormous sales background.

4:05And so I think that you have to it's it's like the weirdest frame shift. It's like find somebody who's more like you and they will take more things off your plate and they'll probably be able to do a better job leading the team. And so I think honestly it sounds like you had the wrong avatar in the past and I think that you've taken a the step in the right direction. So like I love your plan. I actually wouldn't change anything. I think that you should give this person a shot. >> Oh, this is absolutely huge. Honestly, this is the biggest constraint that's stopping us from scaling and duplicating our model because all of our systems and fulfillment and everything like that is locked down. Even hiring our technicians is locked down, but leadership is a huge dysfunction and and we, you know, we're great operators ourselves and great leaders ourselves. And it's just like cloning ourselves as leaders is really holding us back from going to going to eight figures.

4:48>> Yeah. And at some point you have to you have to make a choice which is like and it's more of a decision which is like I can no longer scale this business off my leadership alone. I can no longer scale this business off my influence alone. Like I have to bring in other people. And sometimes when you're thinking about scaling the business like we talk about the constraint of the business all the time but sometimes it's your you are the constraint. If you are, if you have a lot on your plate, if you are gassing it, if you are working 12 hours a day and you bring in people that are not coming in to relieve you, you've just added more to your plate because you have to manage them, manage their output, manage their KPIs, but you haven't relieved yourself of anything.

5:23And so, I think sometimes the best thing you can do is ask yourself, what's constraining me versus the business? And I think it once you get to that point where you're, you know, creeping on eight figures, that's probably the best question to ask. >> 100%. And like the hardest part as well is is is trying to find people that have the grit and resilience. And I think sales sales sales builds that for you. Like it's gritty where if you're getting someone from, you know, a technical background, they probably don't have the same grit um to deal with all the adaptability and all the constraints that operations has. Um they're probably not even even just in their mindset and their adaptability alone probably not going to be able to handle the volume of operations.

6:03Alex >> Yeah. So here's what I tell you. This is what I tell people. I want somebody kind but tough and I want somebody organized with sales skills. That's it. Those are the two things. Kind but tough, organized with sales skills. >> I literally use the term but firm. It's exactly the same. >> I love it. I think you're on the right track. I I would make the higher. >> A you are epic. Sometimes I just needed to hear it from someone that I really trust and and and know that has the answer. So, thanks. And um your content with uh Chiron at the moment uh the operator is just phenomenal. So, thank you so much for me.

6:36>> Thank you. Okay. Well, hey, have a great rest of your night or morning. I'm not sure. >> Okay. I'll talk to you soon. >> Morning. >> Thanks, Leva. Bye. >> Thanks. Bye. >> If you're 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 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 deconstrain the business and you're trying to scale, we'd love to help you out on the thank you page. You genius, 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.