The Foureva Podcast
Welcome to The Foureva Podcast, where we break barriers and redefine success!
Join host Jamar Jones, a dynamic entrepreneur, national speaker, and author of "Change Your Circle, Change Your Life," as he takes you on an extraordinary journey of inspiration and motivation.
In each episode, we bring you an impressive lineup of star-studded guests, each with a unique voice and a wealth of insights to share. From industry leaders to renowned experts, we uncover their secrets to success in personal, business, and marketing domains. Prepare to be captivated by their stories, strategies, and experiences that will empower you to reach new heights.
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The Foureva Podcast
The $30K/Month Mistake Most Agencies Make (And How to Fix It!)
Running an agency but feel like you're drowning in tasks, missing structure, or hitting a revenue ceiling? In this episode, host Jamar Jones sits down with Spencer Cox—founder of an 8-figure agency and systems genius—for a deep dive on operations, hiring, and scaling sustainably.
Spencer, also known as the “Notion Jesus,” helps 6- and 7-figure agency owners streamline backend chaos, boost client results, and grow without burning out. If you’re an agency owner, service provider, or freelancer ready to build a real business—not just a hustle—this one’s for you.
In this episode, you’ll learn:
✅ The first hires you actually need to scale your agency
✅ Why 30+ meetings a week might be a smart move
✅ How to stop overcomplicating your backend and focus on growth
✅ When to build systems—and when NOT to
✅ The biggest hiring mistake founders make (and how to fix it)
✅ How to price your services like a premium pro
✅ Why resourcefulness beats experience in early-stage hires
✅ The tools Spencer uses to scale 6- and 7-figure businesses
Spencer also shares real talk on founder burnout, team communication, and how to create a business that doesn’t fall apart when you get more clients.
🚀 Whether you're making 5K/month or pushing 50K, this episode will challenge how you think about systems, growth, and what it means to build a real, scalable business.
🔔 Don’t forget to LIKE, SUBSCRIBE, and turn on notifications for more expert interviews on business growth, agency building, leadership, and scaling smart!
If you're really good at something and you know it's an important thing to have, just focus on that and you can turn down some revenue. But that quick dollar is not going to be supportive of growing your business in the way that you're looking to do. So focus on what you're excellent at, be the best in the world at what you do, and keep on refining what you do until that. That's an of all quote, and I highly lean on that one because, like you, should be the best in the world at exactly what you do man, we are alive.
Speaker 2:We are alive. What's going on, spencer?
Speaker 1:how you doing things are good, things are really good. Feeling um going fast, lots of, lots of balls in the air, but that's, it's all part of the fun yeah, yeah, what tell me?
Speaker 2:like what's the day in the life for spencer? Like what do you? What do you got going on?
Speaker 1:oh boy, well it's been. I like to stack meetings at the start of the week, so I had about 30 between monday and wednesday, which was uh, which was big. But then you get to sink into deep work thursday, friday so that's exciting.
Speaker 2:Um those like 15 minute meetings, like, is it just quick? 30 to 60 generally yeah. It's a lot of.
Speaker 1:It's a lot of stuff. I'm helping clients build those systems. I'm helping um doing discovery calls, working with teammates um really about just I mean that's most of them making sure that everything's going in the right direction. Um, I find I get a lot done during the team meetings and you can generally like save a lot of hours in the interim just by doing that one to one, likewise with clients when you're helping them out. Like you can just get a lot done if you focus on a good meeting structure and make sure you get everything in place. So that's all, that's all part of it.
Speaker 2:And you're. You're the guy that's like the ops guy like you. You are like the behind the scenes build like systems structure guy right.
Speaker 1:Yeah, it's very. It's all in the backend operations consulting. So a client called me notion Jesus the other day and I don't mind that. I don't mind that one bit, but yeah, I'm sticking to it.
Speaker 1:It's got some good and everything Hair's up today, but we let it out sometimes and yeah, no, but really day-to-day is just making sure that uh clients have efficient operations, making sure that they can get things done. It's a combination of tools, uh systems and team, uh, but ultimately the point is just to make sure that founders and can spend their time on doing what they're good at and uh the rest gets handled in an efficient way yeah, for sure, so I have.
Speaker 2:So I have so many questions I want to dive in. Man, let's jump in. A lot of our audience definitely are entrepreneurs, a lot of founders, but we do have a lot of people in the service-based industry and especially like agencies. So they may have creative agencies, they may have professional consulting agencies or coaching agencies, and so what is the most common mistake? That you see entrepreneurs, especially ones that are either solopreneurs or have a small team under five, like what's the most common thing? That when you look behind the curtain, like what is going on and what mistakes are they making, definitely Well, I find there's about two thirds of them are overcomplicating it.
Speaker 1:What is going on and what mistakes are they making? Definitely Well, I find there's about two-thirds of them are overcomplicating it and one-third of people are not doing it at all. So there's generally like there's a middle ground where you need to be sitting at and most people overthink stuff. They're like I have so many conversations about which tool should I use, how should I structure this, how does this like? What's the best way to accomplish this? And you just got to take action at a certain point. When it comes to operations, specifically project management, crms and things like that, any of 10 tools are going to accomplish the job right.
Speaker 1:For project management. You can have tasks, you can have people assigned to them, they can have due dates, you can have lists and descriptions and templates, and they all do it. So spending a month like going feature by feature, seeing which tool is going to be best for this or that? I it's overrated. Pick something that's affordable, makes sense in your budget and it's got the. It's one of the biggest apps. You're probably going to win there, so don't overthink the decisions there. And then, when it comes to actually the processes, just focus on simplicity, like making it. If it's complicated, it's probably not the best outcome.
Speaker 1:So, how simply can you go from starting project to ending project and just make a way to systemize that? Don't add in all the automations. Like and people overthink it too Like, how do I automate invoicing? How do I automate contract sending? Like, if you're sending 10 contracts a day, like, yeah, jump on that, but if you're sending one a week, just use a DocuSign template and send it out, right? The whole point of operations is to support revenue generating activities and that's the big thing that I think there's a disconnect sometimes when it's like how do I make sure I just press a button and clients get delivered results and I get money. You can build that, but until you have a thousand clients, that's not really going to be the best use of your time. You should probably work on your product. You should probably work on your results and your reporting. So focus on where your time's going and that's the easy way to break it down. Where's your time going? How do you remove that from your schedule as a founder?
Speaker 2:Yeah, yeah for sure. I think simplicity is a great, a great piece of advice for people Because, like man, I've seen it. It's like they overcomplicate a lot of stuff. I know I've had moments where I've over, over complicated things even myself, because I'm like a visionary. I'm a visionary guy and, like, the longer I go through this stuff, I now know where my superpower and my strengths lie.
Speaker 2:It's being the vision, it's direction, it's collaboration, networking, relationships. It's like I'm like Picasso and I'm just like painting, like you know, but the systems and the structure, like the finite detail. I know that's not my strength, like I just I just know and I'm OK with that. But you know, if I hyper focus on it it can be a strength, but I know it's not like my gift for a lot, of, a lot of us. What so? When should we actually start developing our processes? Because a lot of us are trying to like to hustle to get the next client, or hey, maybe we had one of our big clients fall off and we're hustling trying to get the next one and we don't have the time to really work on our processes. When should we actually start to work on our processes?
Speaker 1:So as an agency in particular, that's the realm I know the most Um, but service-based businesses in general, it's honestly like the focus is really on constraints, right, like I really dig on Alex Harmozy's principles of like what's your biggest constraint in your business and spend all of your time removing that when you're starting out until you're doing 20K a month, top line your constraints probably marketing and sales. So I wouldn't dedicate all your time and energy to systems there. And that's what I see. A lot is other engineers, other technical people, like people who think similarly to how I do. They'll spend too much time automating everything, trying to build out the whole backend systems and it's not productive, man, it's a form of procrastination in a way, because you just got to hit the paint, make sure that you're getting in front of people, make sure you're taking sales calls and making that done well, because that is the constraint.
Speaker 1:So below 10, 20k a month, and this will, I mean, very much depends on what you do, your service and your business model. But if you're doing a service-based business, either retainer or high ticket project, you need to be focusing on sales and marketing, because having that pipe filled you can then focus on the fulfillment machine. The way that I would cut it is if over half of your week is being spent on fulfillment, it's probably a good time to focus on that. But until that point, get selling, Because you doing work on your systems has no revenue benefit until you actually are running volume through that. So make sure the volume's there At that point in time.
Speaker 1:20k and above. That's when you want to bring on your first few hires. That's when you want to make sure that they're set up well to perform their job. But again, it can be pretty lightweight. You have a task space, have a space for clients to track what they're doing, have some reporting like, make sure that those are set up. But again, don't overdo it, just get it out there and that's how you're going to be able to grow your business faster. Just like don't you know, don't build a, don't build a lightsaber if you can just use an ax.
Speaker 2:Right, right, what? So, since you've seen so many like just back-end setups for a lot of different agencies, what is the best way for us to build out to get to the 20K or maybe 40K, 60k per month, as far as that you've seen in structure, because obviously with agencies in particular and I know you've seen it it's hyper messy because everybody becomes a solution for everything that you potentially need. So the next thing, you know, you got like a board for website design. You got like, hey, we're going to do a logo, we're going to do this over here. We got an event activation, we do this like we're doing digital ads over here, and it becomes super messy and it's hard to like track all that. So what have you seen with all the different companies you guys have worked with, that actually works to really grow and scale your business so that way people can actually have an efficient operations on the back end.
Speaker 1:So one thing that you mentioned which is really important is, if you're trying to do too many things, you're not going to be able to systemize it. You need to productize one to three services that are going to make most of your money and find a way to get the rest done. Find a way to help clients. But if that's a referral partner, if that's a vendor that you refer out and you get a commission on like, you can capture some of that value. But if you want to be scaling your business well, it doesn't make sense to be doing too many things.
Speaker 1:What are you really good at? Like? It's the most successful agency owners that I see are excellent at what they sell and you don't. It's tough to be excellent at the entire full stack of like, full stack digital agencies. So I wouldn't start with that Like, do some Venn diagramming or ikigai-ing on like. What have you done before? What does the market need? And get some feedback from the sales calls you're having.
Speaker 1:If people just say I don't value that that much, it's not a problem for me. Good opportunity to pivot. But if you're really good at something and you know it's an important thing to have, just focus on that and you can turn down some revenue, but that quick dollar is not going to be supportive of growing your business in the way that you're looking to do. So focus on what you're excellent at, be the best in the world of what you do, and keep on refining what you do until that. That's an Evol quote, and I highly, highly lean on that one, because you should be the best in the world at exactly what you do and you can choose. You can choose what you do until that's the case what you do and you can choose.
Speaker 2:You can choose what you do until that's the case, yeah, and and what do you see them from? Like a charging perspective, like it, because I know it's it's probably really hard to to get up to those numbers that you're saying charging 150, 200 bucks to do something, and I know you've seen it. I know you've seen it. So, yeah, um, what is there a a threshold that we should start with?
Speaker 1:so I like to charge out at something that's worth about $200 to $300 an hour. Don't charge hourly. That's a very important thing. I'm very much not in favor of the hourly model because your incentives are so misaligned. Project-based or retainer-based is definitely the way to go because otherwise you get people saying, hey, this shouldn't have taken half an hour, this is five minutes for me to do. They just pick that apart and it's not a good game to play. But once you've at the point where you can say, like, what is the outcome? I'm delivering and how can I make it? So it's about two to $300 an hour of my time to fulfill. If you can do something in five minutes a month for a client, you know you can charge that out at a decent rate.
Speaker 1:But I focus on bigger problems to solve. If you solve really cheap problems you're going to not make a lot of money. So focus on big, hairy problems that are tricky and you'll be rewarded by the market. I've built a business solving really tricky problems and there's not a lot of people who do what I do.
Speaker 1:My friend who's grown his agency the fastest out of anyone or many people that I've seen he does supply chains for like CPG companies, like he's talking to, like countries and like import exporting 3PLs and like just the biggest headaches the biggest headaches you can possibly look at. But he's amazing at it and people just keep on coming because they have no interest in solving that problem. If you can find a way that you can be there, you're really good at what you do. It's an expensive problem that they have no interest in solving that problem. If you can find a way that you can be there, you're really good at what you do. It's an expensive problem that they have. Then you're going to be rewarded by people who pay you money but solve rich people problems and solve expensive problems.
Speaker 2:Great advice, great advice. And from so going back to so, let's say we are solving those problems, things are clicking Um. And let's say we're we're making our our 10 to 20 K a month. Um, in our, in our agency, um, in our business, what, um, what are some of the first hires that you see?
Speaker 1:It really does depend. Um, I'd say one of the first hires should probably be someone in fulfillment. So I hear often like, should I hire a salesperson? Should I hire SDR? It's generally too early for that. If you're at the small stage, you need to have a very close relationship to your clients and if you're going to outsource that to a sales, a closer or somebody, it's going to be tough to at least sell them, if not retain them. So you should be doing sales for a while. I'd keep sales definitely close to what you do. Uh, marketing support, like if you need somebody to help with personal branding, if that's not your expertise and you value that, definitely find some experts there, find people who can help. But in terms of sales, like that's going to be something you do until 50 to 100k a month, like that's a very important founder activity. Um, so either partner up with somebody who's good at that or get good at it, because that's that's going to be in house for a while.
Speaker 1:Yeah, get good. Yeah, it's great to have a VA If you just have menial tasks to do, which I bet if people look at the calendar more they actually do. Just find somebody part-time to do that for five or 10 bucks an hour. Tons of websites for that, everybody. Somebody part time to do that for five or 10 bucks an hour tons of websites for that everybody knows they exist.
Speaker 1:Like that's a good person to have on board and bring an expert in for fulfillment. So if that person is the same person or if it's somebody else who you pay a bit more, but somebody to help you deliver your service, keep their responsibilities narrow and then broaden it out as you go, but as they start, just keep them doing a really specific part of it and teach them more and more as it goes on. The thing you don't want to have happen is for the quality of your delivery to go down as you bring in somebody to replace you in the fulfillment. You need to get results and that's unacceptable to go down by bringing somebody else in. So keep it narrow and then broaden it out as you go. And that's where the systems come in. It's just write down how you do it, make videos, make an SOP and make sure that they can just do that consistently and check their work, but that's a good first hire or two, is somebody to bring that in Another piece.
Speaker 1:I see wrong just to tag it on is that you need to hire by skill set. So if the person who you're hiring is supposed to be doing like deep tech making automations and making those things happening and they're doing copywriting, that's a different skill set. So it doesn't make sense to have the same person do that. There's a diamond in a rough that's going to be able to get that done and they exist, but you're going to get the hire wrong too many times and waste a lot of energy and time getting there, time getting there. Stick to one skillset and just ask yourself is the thing that I'm asking this person to do all within the same, like mindset and skillset? Otherwise, it's two different roles and you can have them both part-time. That's very possible.
Speaker 2:Yeah.
Speaker 2:Yeah, that's actually really good advice because I've definitely made the wrong choices when it comes to, you know, thinking that people can do multiple things or you know different skill sets, and I think having two people that are really good into what they do and just like honing in on that is really good, or identifying that maybe one you really don't need a lot of and just going into the things that you really need.
Speaker 2:I mean, ultimately, the business has to have people, especially in the early days. You've got to have people that can be more of a generalist, I think, than like a hyper, hyper specialist. You know, when you're growing your, your agency or your business, because there's just going to be little things that you like is going to come up and they're going to have to wear a couple of hats and it's just, it's part of the game, you know, and I think that's why you also recommended the type of people that you recommended, because those are kind of your starting base and you didn't say like, okay, go hyper into digital or go, you know, just into design. Like you, you have to build out those systems, but people got to wear a lot of hats, right?
Speaker 1:Totally. Well, there's a bias. There's two things I can say on that. There's a bias towards like they should be able to do it because I can do it right. Like you can do those things and you're hiring for them because you don't want to do that, you want to free up your time from it. But when you're doing that hire, there's an inherent human thing of like I could figure it out, so they should be able to figure it out too, and that's not wrong.
Speaker 1:But the point is that you'll probably have, you'll struggle, because some people just won't be able to have both of those skill sets and if you're looking for both at the same time, it's going to make your your like candidate pool too low to be able to find them. And there's a good chance. If you're sub 10, 20 K a month, you're not going to be able to hire a headhunter or a recruiting firm or somebody to do that. I wouldn't recommend it because you're going to have to be really good at finding those people and that's not the same skill set. So don't fall into the logical trap of like I can do it, so they should be able to do it too. It can happen, but just make sure that it's the same skills that are involved, same kind of software stack, like they're sticking to their lane. That's one thing, and second, when you're hiring, I heavily, heavily optimize for resourcefulness.
Speaker 1:So what you want is somebody who figures things out If they get a problem and they just like ask you hey, I don't know how to do this, can you help me? You need to like A, they need to be the type of person who just runs after it and figures it out. But as a manager, as a leader, the response to that is what do you suggest? Like you need to flip that back on them and just say what would you suggest we do here? Because as soon as they say like hey, I don't know how to do this, can you help me? They just gave that back to you, like they reassigned that task to you and you need to. I I mean some things, it depends, right, there's a gray area, but most of the time you can just say oh, what would you suggest we do in this situation? And get them trained to like have the expectation that they're there to think that through and solve that problem.
Speaker 2:Yeah, A hundred, a hundred percent. Because I know with with experience, you have to ask that question back to you, because they will constantly keep going to you over and over, because the easy way is them going to get the answer instead of them problem solving. Because then when they problem solve they have to think it through and then they actually have a better way to problem solve other issues that come up and they're not just going straight to you for all the problems and all the answers and it's good for them too, like they're going to learn a valuable skill of just figuring stuff out.
Speaker 1:That's going to help them in everything that they do. If they get trained to be more resourceful by working with you, that's going to be a big benefit for them, and they will appreciate that in the long run. So, um, it's a habit, but you definitely empower them by doing that too.
Speaker 2:Yeah, 100%, 100%. And I love the thing that you say, like, where people can't, like, don't think the person can do everything that you can do, because I often like compare it to. As you can see in the background, I'm comic booked out, you know, like comic books, video games, that's what I. So you're oftentimes to start your own business. You got to be Superman or Wonder Woman to even like attempt it, right, and you're now then trying to duplicate yourself or you have other roles, but you can't go and find another Superman or Wonder Woman to go do it, cause they're oftentimes they're just going to go start their own thing anyway.
Speaker 1:If you're really yeah.
Speaker 2:So you got to find other kinds of members of the justice league to help you out. That may not be at the same caliber, but you can't expect them to go and do the exact same stuff that you're doing. You got to kind of be particular and say what are the areas? And I like to split them into sections, so if it's like, okay, sales and marketing and branding is over here, and then the operations and more like like the, uh, the sops, putting that stuff together, even finance, like it's kind of over here, and then you have to say, okay, what are the type of people, like the mindsets that you need to have in those different roles, and then kind of work from there instead of finding, like the, the anomaly that you are the founder, that you are the founder that you are and you're like all the things, it's hard to find that.
Speaker 1:You're out there, but it's just it's. You're going to have a lot of misses and that's going to take timing, energy. A miss hire sucks man. You've been on that person for one, two, three, four weeks, two months and then you get back to square one and chances are you didn't write down the training process so you got to start from scratch again. So it's definitely definitely pick a lane that they're going to fulfill, bring them on part-time and scale up their role from there as you grow the business. They'll be there with you, but you'll be able to hit more good hires by doing that A hundred percent.
Speaker 2:So so you guys work and and actually building out the system and processes for agencies, but you also say that that scales their revenue. How is that?
Speaker 1:So what happens is agencies usually hit a capacity limit for how many clients they can fulfill and if they keep on shoving clients in there, the results are going to go down. They're going to be too busy, they can't focus on marketing and one of two things happen. One they keep on selling. Clients come in, they don't get results. It's a leaky bucket right, that's the constant one there. Or they say I'm just going to ramp down marketing, I'm going to stop taking as many calls, and two months passes, a couple of clients churn and they're back at a lower revenue number and the marketing's off. So they got to restart it.
Speaker 2:I've been there too.
Speaker 1:The thing is you need to have the volume to run through the pipe and that's the sales and marketing efforts. If you don't have an operational backbone to be able to fulfill, that's not going to have your client LTV and that's not going to have clients stick around paying you money. So the revenue aspect of it comes from having a quality client experience and good results that can be scaled. And if you don't have that in place and you fill it up to capacity, you're going to have to sacrifice revenue in the short term, which stops the compounding yeah, yeah, 100, 100 and and what type of um?
Speaker 2:I know there's a lot of people listening and watching, especially when this gets released. That's going to be very curious and they're gonna, they're gonna hit you up. So is there a threshold of like, like, who do you typically work with? Um, like, when should they reach out to you?
Speaker 1:people doing under 30k a month are generally tough to work with. They probably want to work with a marketer or somebody to help them actually grow that top of funnel. Again, if there's no volume to run through it, it's tricky to make operations a high ROI activity. So it's not the right fit. It's not the constraint to say it in that terms.
Speaker 1:Once you are at the point where you're either spending a lot of time on fulfillment in that term, once you are at the point where you're either spending a lot of time on fulfillment, your energy as a founder is being spent on client work. You want to remove that from your plate and that's where I come in. So if you're looking at your schedule and it's a lot of working with team making sure that everybody's doing the right thing, client reporting, client back and forth that's when operations comes in to support on these revenue activities because you will well A. The margin increases because you spend less time on that and you should be pricing your time as a founder. And LTV increases too because people stick around for longer.
Speaker 2:Yeah, yeah, for sure, for sure so 30K a month or under would be.
Speaker 1:It's just, it's not the right. I'm not the right person to bring on. It's just. You need to be focused on the marketing and sales.
Speaker 2:Yeah, to actually grow the business and and um and focus on the client acquisition, because that's, you know, that's the lifeblood of the business and um. But once you get to the point where you're talking like I and I've been there before and it's, it's definitely like fulfillment just takes over. And then you're just like holy crap. And then, especially when you start to build out the team, you have like, let's say, five, six people. They're all asking you questions. You have no real process of like what's happening. They're like, oh, I didn't know that this person did this. And like people are working over each other. Yeah, it can get real messy, real quick.
Speaker 1:Yeah, exactly so you'll be able to feel it right. Like so many founders I talked to, they're just working all the time right, like all they do is grind every single day, seven days a week, because they've got to catch up. So there's the moment where you can build this right and then you'll be changing your focus or you can bring somebody in part-time to go fix this in the backend and that's the part that I play. Like I said, it's not complicated stuff, it's just the fundamentals Making sure that everybody has things assigned to them. They're making sure there's a visibility across who's doing what, there's reporting on clients, clients are being communicated with, there's clarity on what clients at what stage. It's not complicated stuff. It's sticking to the basics and making sure that that's done in a way that you can scale that process. When you double your business, you triple your business. It's not going to rip apart at the seams.
Speaker 2:And then do you guys work as far as all different types of systems and backends and if it's ClickUp, asana and you mentioned Notion, do you just work in all these different systems. It doesn't matter what people got going on, or do you no matter what you go in, you strip it all out and you're like you got to use this.
Speaker 1:I focus on ClickUp and Notion with respect to project management.
Speaker 2:Oh my God, I nailed it.
Speaker 1:Yeah, yeah, yeah, those are the ones. Asana, I know, is a good tool. I just haven't become the expert that I'd like to be in order to work with that, with clients. We've really productized those two softwares. They're excellent. There's many softwares that can fulfill it, but we focus on those two because that's what we have the expertise in yeah, and what do you use Notion for then, as? Far as like, because ClickUp got a lot of that Notion's everything except for sales.
Speaker 2:Oh gotcha.
Speaker 1:So it's team spaces, it's SOPs, it's workspaces, it's who's doing what, it's client lists, it's revenue reporting, it's. All of that is inside of Notion. Again, you can do that in ClickUp, you can do it in Asana, you can do it in Monday. There's plenty of good tools out there in the market that that we've selected because we're the best at it. But don't make again back to the start, like, don't make that decision. A three week process. Just pick one, run with it and you're going to do fine.
Speaker 2:Yeah, for sure, like, and the best thing is like, just get rid of all the distractions, focus on, like, okay, how does my business operate, what are the core functions I really need to look at and then figure out, like, okay, what's the best tool that's actually going to help this thing? And, and like you said, simplicity, simplicity. So, like, just keep it fundamentals, man, stupid simple yeah, it's only doing the fundamentals right.
Speaker 1:That's literally 90% of it. There's tactics, there's tricks, there's here and that, but like, if you do the fundamentals right, the rest is going to follow, because that's the easy stuff.
Speaker 2:Yeah, 100%, man, 100%. Hey. Where can people find you? How can they get plugged in to you and also the business?
Speaker 1:Yeah, reach out to me. I'm on LinkedIn, I'm Spencer Cox, you'll find me. I got 9999 followers right now.
Speaker 2:I get this man another follower.
Speaker 1:Yeah, one more, one more. I'm in the five-figure club, but then, or Spencer, at eightfigureagencyco, I'm happy to have a chat. We do complimentary discoveries and as part of that I include my Notion template for company spaces as a part of that operations audit.
Speaker 2:Awesome, awesome. Thank you so much, spencer, for being on. We're probably going to have to do a part two or something, because I know we only got to scratch the surface, but this is awesome to have you on the podcast and everybody listening and watching. Please like, comment, subscribe to the podcast. Please reach out to Spencer too. Like, reach out, get connected. You know you all need this Like. This is why I had Spencer on here, because you all need this, we. This is why I had Spencer on here, cause you all need this.
Speaker 2:Um, we know that the backend is not looking great. We know that it isn't so, even if we're making really good money even seven figure businesses I've seen eight figure businesses that still the backend is looking crazy, you know, and and you don't have any systems or functions. So please reach out and don't forget, you can change your circle to change your life, and we'll catch you guys on the next episode. Thank you so much, spencer. Hey, don't forget to Like, comment and subscribe, and don't forget to hit that notification bell for more amazing Content that we're gonna be putting out. And don't forget you can change your circle to change your life, thank you.
