How Entrepreneurs Can Build A Business Which Runs on Autopilot | ft. Murtaza Manji

𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 𝗶𝘁 𝘁𝗮𝗸𝗲 𝘁𝗼 𝗺𝗼𝘃𝗲 𝗳𝗿𝗼𝗺 𝗿𝘂𝗻𝗻𝗶𝗻𝗴 𝗮 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘁𝗼 𝗼𝘄𝗻𝗶𝗻𝗴 𝗮𝗻 𝗮𝘀𝘀𝗲𝘁? 🤔

In this episode, Rayhan Aleem sits down with Murtaza Manji, Managing Partner at Kaizen Consulting Group.

Murtaza shares how small, consistent progress helps business owners grow without relying on big dramatic changes. He explains why staying in motion matters more than speed, and how focus becomes more important as a business scales.

The conversation covers the three stages of business ownership. From being self employed,  to owning a business asset, to choosing how and where to invest time and energy.

This episode is for business owners thinking about scale, focus, and building something that can grow beyond them.

👉 Follow Murtaza Manji on LinkedIn: https://bit.ly/4jmb3Ro

👉 Check Kaizen Consulting Group online: http://kaizen.ae

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𝗪𝗵𝗼 𝗔𝗺 𝗜?

My name is  Rayhan Aleem, Founder and CEO of 𝗧𝗮𝘅 𝗦𝘁𝗮𝗿 and 𝗔𝗹𝗽𝗵𝗮 𝗣𝗿𝗼 𝗣𝗮𝗿𝘁𝗻𝗲𝗿𝘀. At  𝗔𝗹𝗽𝗵𝗮𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝘀 podcast I sit with top industry leaders for in-depth conversations that dive deep into their success stories, market dynamics, and firsthand tips on entrepreneurship and profitability. Whether you're just starting out or already running your own business, 𝗔𝗹𝗽𝗵𝗮𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝘀 offers something valuable for everyone.

👉 Follow 𝗥𝗮𝘆𝗵𝗮𝗻 𝗔𝗹𝗲𝗲𝗺 on LinkedIn: https://bit.ly/49yyO4n
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𝟭-𝗔𝗹𝗽𝗵𝗮 𝗣𝗿𝗼 𝗣𝗮𝗿𝘁𝗻𝗲𝗿𝘀:
  -𝗪𝗲𝗯𝘀𝗶𝘁𝗲:  https://www.alphapartners.co
  -𝗟𝗶𝗻𝗸𝗲𝗱𝗜𝗻: https://bit.ly/3Yf4VRZ

𝟮-𝗧𝗮𝘅 𝗦𝘁𝗮𝗿:
  -𝗪𝗲𝗯𝘀𝗶𝘁𝗲:  https://www.taxstar.app
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🔗 𝗪𝗲𝗯𝘀𝗶𝘁𝗲: https://bit.ly/4nmA53y
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𝗘𝗻𝗷𝗼𝘆𝗲𝗱 𝘁𝗵𝗲 𝗲𝗽𝗶𝘀𝗼𝗱𝗲? 𝗦𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗔𝗹𝗽𝗵𝗮𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝘀 𝗼𝗻 𝘆𝗼𝘂𝗿 𝗳𝗮𝘃𝗼𝗿𝗶𝘁𝗲 𝗽𝗹𝗮𝘁𝗳𝗼𝗿𝗺 𝗮𝗻𝗱 𝗹𝗲𝗮𝘃𝗲 𝗮 𝗿𝗲𝘃𝗶𝗲𝘄 𝘁𝗼 𝗵𝗲𝗹𝗽 𝘂𝘀 𝗿𝗲𝗮𝗰𝗵 𝗺𝗼𝗿𝗲 𝗹𝗶𝘀𝘁𝗲𝗻𝗲𝗿𝘀!

Transcript

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In the conversation I said, look, you guys have all the funding in the world Why don't you just invest in a good system? Like I said, we have, we have, we have Oracle We spent about $250,000 on, on implementing an entire Oracle ERP last year Wow He said, great Are you using it? He said, no He said, why? He said, because the Oracle reports are even more incorrect than our manual reports So I said, okay Tell me about your manual reports I kid you not Han, I swear to God, I'm not joking They were using fax machines Welcome to the Alphapreneurs podcast I'm your host, Rayhan Aleem I'm also the founder of Alpha Pro Partners, a bookkeeping business based in Dubai and Tax star, a tax technology startup, automating corporation tax returns Join me on each episode as we talk to inspiring Dubai based entrepreneurs who share their stories, challenges, and secrets on building world-class businesses I am thrilled to have Murtaza on the show today Murtaza is the founder of the Kaizen Consulting Group and the coach that founders CEOs and investors call for when they're aiming for a nine figure outcome Over the last 14 years, he's worked with more than 1,500 leaders across 45 cities, helping them scale smarter, lead better, and build companies that are both valuable and enjoyable to run Murtaza, Thank you very much for joining me today on the show We've known each other for quite some time Uh, we've had various coffees and we've met in various events as well And I'm super keen for, to bring you on the show'cause one of the things we talk about is coaches and mentors, and we'll go into that later on But for those who don't know about you, um, why don't you give us a quick introduction about yourself, about the Kaizen Consulting Group, and we'll talk about Kaizen later on, but give us a quick introduction about yourself Thank you so much for, uh, for having me I'm super stoked to be here I know you've been talking about this podcast for ages and when you launched, I was so, so happy to, to see it go live and very honored to be here Thank you I'm waiting for your podcast as well, by the way It's coming soon It's coming soon I come from family business, um, and, you know, ALAH, it's done really well, touch wood over, over the decades, um, and it's grown really well And when I had, uh, graduated from university, uh, after my bachelor's, uh, one of my uncles gave me some very good advice He said, look, instead of joining the family business straight away, why don't you go away and work outside for a little while, learn, come back and, and help us grow I did all of that except the going back part So, um, I worked at Dun and Bradstreet I worked at IBM, and over the years that I was working there, I realized that I'm not really a very good employee I don't like following set processes I like finding my own path I like experimenting Uh, so I am, as I described unemployable, I then decided to do my master's I went to the uk and while I was there, um, I was, I was sitting with a friend he owns a chain of, of restaurants, uh, across London And he was moaning and griping about, about business as, as we tend to do And I said, Hey, you know what? We've never had businesses in f and b or businesses in the uk so the, the industry and geography is different, but the issues that you're raising are very similar to stuff that we've seen before Why don't you do 1, 2, 3, just as a suggestion, see if it works Mm-hmm And he calls me the next week, he says, look, can you come to the office? And when we sat together, he said, that worked really well Can you, can you, can you come work for me? And I said, bro, trust me, you don't need to work for you Right We have good friendship going I don't wanna ruin that, but let's do what we did Let's catch up every week Sit, you know, we'll, we'll spend an hour or two together, talk about work, and if there's anything I can help you with I'll tell you Hmm And over time I said, okay, lemme start charging you just like, you know, you know, retainer fee, just so it doesn't become a favor And that was my first coaching client I didn't actually know what coaching was at, at this stage Uh, definitely not business coaching, but we formalized that agreement And then another friend, and then a friend of a friend And by the time I finished my and, and set Kaizen up, uh, we already had a full book of clients And, and that was where Kaizen began That was 20 March, uh, 2011 was when Kaizen started So it's been, it's been a interesting journey since Yeah And, um, I remember when I first met you, uh, we talked, we spoke about the word kaizen and what that means I wanna hear it from the horse's mouth So tell us about what, why did you come up with the word Kaizen Consulting? I didn't come up with it Credit where credits due This is Toyota's invention and, um, kaizen is a Japanese term, which effectively translates to continuous improvement So, uh, you know, as long as you're, as long as you don't stand still As long as you're moving Doesn't matter how fast, as long as you're moving, you're always improving And, and that's really what coaching is about Coaching is about 1% better, you know, every day, every week But as long as you're moving forward, we can, you know, you can go to a business and change 50% of it overnight Mm It'll be difficult It'll be expensive There'll be a lot of resistance, there'll be a lot of mistakes And if it doesn't work, to roll back is very hard But when you're changing one or 2% every week, you have 50% at the end of the year Mm-hmm More actually compounded But it's been very easy It's been very simple The, the uptake has been very, uh, positive And if anything doesn't work, to roll back to where it was the week or two weeks before is very easy Mm-hmm And that's really where the whole philosophy of kaizen comes in Like, how can we make sure that businesses aren't staying stagnant? Like they're, whatever, whatever goal we've set, and we break it down into, into steps and milestones as long as we're taking Consistent steps in that direction Were good That's really what underpins the whole, the whole idea of kaizen But we do this just for businesses We don't do life coaching, we don't do mental wellness We don't, we don't do sort of personnel areas We do business coaching and leadership coaching, and, and we try and stop there Can you give us some examples of how you've helped a business with those small minute improvements every day? And you've seen the change from one, from phase A to phase B, for example I mean, you know, I, I'm a firm believer of the kaizen, the Kaizen method as well Um, in my business I'm always making small changes all the time Um, there are times when you just have to slash everything and make big changes Yeah To get that outcome that you need Yeah Um, and I guess for very large organizations or businesses that have been around for 20, 30, 40, a hundred years, you can't always just change everything overnight Some Entrepreneurs may wanna do that because they feel as if that's the right thing to do for that organization But traditionally you don't want to do that because there's a lot of legacy things that needs to keep Yeah Running at the same time So what kind of things have you seen that you can kind of share with us where you've implemented that and you've seen a massive transformation in, in, in the business that you've worked with? I'm sure there's gonna be a lot of stories that come out as we speak, but I'll give you, I'll give you one example So a lot of the businesses that I tend to work with are those that have been around for a number of years, sometimes several decades Um, there's a team of coaches Each one likes to work in, in different areas, so there are startups and so on But I'll give you two examples One's a startup and one's an established business There's a startup This lady we who reached out her business was maybe two years old, year and a half maybe Mm-hmm Uh, she was working there full-time and she had a part-time person that was gonna helping her with some admin stuff She was doing about a million Durhams a year in, in revenue Mm-hmm So it's decent for, you know, a one person, a one person company, but very ambitious Really wanted to scale, really wanted to grow, was willing to, you know, do the legwork and, and get there Uh, fast forward two years, literally two years to the date I called her to congratulate her 'cause she had been doing a million terms a month Wow Nice In two years And she had a team of, I think eight people with, uh, some people that were, that were abroad and remote and some part-timers, but eight full-time in the office Uh, she'd bought her house, she'd bought an investment property It was, it was such a transformation Mm She had grown as a person as well It was, it was so wonderful to see on the established business side There was this one gentleman that I worked with He was in a, in a design, uh, business And if you were to go to his office, beautiful Like, it's a, it's a huge room It's all open plan There's only one Glass World Office, which was the CEO's office, uh, pictures of their projects on the walls, like VVIP clients Amazing, amazing business He absolutely hated it because the only reason he had set up that business was because he loved to design Mm And he said, I start designing at 6 30, 7 o'clock at night after everybody leaves Mm Because the whole day I'm doing all the other shit I don't want to do Yeah But I have to, you know, get clients, get payments, municipality approvals, team issues, hiring, firing, accounting, all the headache Again, willing to do the legwork Said, look, you know what, I, I can't, I can't keep this going I don't, I'm not enjoying my, my, my business anymore It took us about 18 months You go to his bus, you go to the office today, everything's the same, you know, same big open plan office, beautiful, airy, the glass world CEO's office, but he's not sitting there anymore Mm-hmm There's some other dude sitting over there He's you and you can't tell who the owner is He's sitting on in with the team, you know, ripped jeans, stain t-shirt Looks over, makes sure that, you know, the CEO's office looks clean, everything looks fine over there Once a week he goes and he does the, the, the KPIs, et cetera, but he doesn't have to be involved in the running of the business anymore Mm-hmm And that took about 18 months to basically get him off the org charts, which was less than he expected, but the transformation, the guy loves work and because he's so happy, the business is doing, I think they're done two and a half times since, since we began working together Yeah So I, I, that's, that's really why I do what I do I, I love getting entrepreneurs to the point where they fall back in love with their work Mm-hmm It's a great, uh, example that, that, that you've given us Um, I would also wanna kind of dig more into the, the world of entrepreneurs that you've, you are in, you, you meet entrepreneurs Entrepreneurs are your customers, and, and you know, you, you interact with them You help them, you coach them I work with entrepreneurs as well in a different sense, in a sense that we provide accounting services for a of entrepreneurs They open up to us a lot as well because we're, you know, we know their numbers and you know, an accountant should be a trusted advisor for entrepreneurs But the number with the different types of entrepreneurs you've worked with, you know, we've spoke off mic, you know, the two different types of entrepreneurs that you mentioned What types of entrepreneurs do you come up across and how would you categorize them? Not in a judgmental way, but in, I'm watching this podcast, what stage would I classify myself to be at? So, you know, you've got the solopreneur, you've got someone who's in a business, you've got someone who is kind of on growth stage So how, how, what kind of, what, what are the common themes that you've seen in with different types of entrepreneurs? Let's classify them into three categories The first one is what we would call self-employed And these are not necessarily solopreneurs They could have a thousand people under them And, and I've seen clients who, who are there I would classify a, a self-employed person as a person who still owns a job, they can't be fired from it, but they still have a job and a job by definition, you have to show up to, otherwise you don't get paid If my business will stop making money, if I stop showing up mm-hmm I have a job Mm-hmm Nothing wrong with that There's a lot of extremely wealthy people who are self-employed Messy, for example, or Beyonce, right? Mm-hmm You, you messy cannot pay somebody to play for him Mm-hmm Hamm cannot pay somebody to, I don't know, model for him Yeah They have to be there Now, they're exceptionally wealthy, but they're self-employed Mm-hmm If they don't show up for that role, they do not get paid Mm-hmm They don't have a business basically They don't have a business Yeah They gotta show up and, and Th that sort of entity, if somebody builds an entity, which is heavily reliant on them, so typically you have your org chart where, you know, the, the CEO is here, and then you got your management team, and then their teams and their teams and their teams and, and your, your structure is built, pyramid shaped If you're a self-employed person, it's, it's kind of an upside down pyramid with you at the bottom Mm 'cause if we pull you out the business, this whole thing's gonna collapse And that's not really worth a lot of money to an investor Yes Right So that's self-employed Lifestyle businesses come in there People who have fallen to a rut of and painted themselves into a corner come in there Um, the, the, the person who I just give the example of the, the design guy, he, he was a great example of somebody who had painted himself into a very beautiful corner Everybody loved the, everybody loved the room, but he hated it'cause he was, he was stuck Mm-hmm The second category are business owners They own an asset That asset happens to be a business So their primary source of income would be dividends from a business that they own, that they do not need to be part of Hmm An asset by definition, doesn't need somebody to hold it It has its own value So these are people who have built something, which with or without them is very sexy, very attractive, lucrative, solid profits You know, investors are usually reaching out to them Mm-hmm They are now in a, a position, an enviable position where they can choose what they want to do Now with, with that business, and this is typically where once you finish getting the person out from their business to, you know, in the business, to own the business, this is now where they have the, the option to maybe go upstream, go downstream, and go literally invest in new startups, whatever they wanna do So they're effectively a shareholder now That's the third one Okay So, so these guys would effectively, they are shareholders Yes They own the asset Sometimes wholly, sometimes partly, but their primary source of income is their business The third would be those that are, who would be investors, and they look at their business as one of their investments Mm-hmm And they are now, they, so they're not part of the business They no more, not even a CEO, not even a CEO, chairman of the board advisor Mm-hmm You know, they might, they might keep some, some involvement, but that, that would be more out of passion than out of need Yeah They want to be there Right Um, you would see these guys running around at the, at the fringe of the business where the, where the ideation and innovation's happening That's where they're playing Mm Because this is all set and it's, it's, it's making really good money, which affords them the money, but more importantly, the time and the head space to be able to go and play in the experimental zones Mm So that would be kind of the investor level So I think those would be the three categories You got self-employed And, uh, yeah, like you said, no judgment You know, if you're happy, you're happy, self-employed, your business works really well, perhaps, but you gotta be there to make it work Mm-hmm Business owner business works really well That's kind of your bread and butter You're happy, you've, you made it investor, you're playing in multiple fields and some are working, some are not working Investments are paying off You know, you have your business, you have maybe a few other real estate, et cetera as, as investments, and now you can afford to experiment I love that example Um, and the reason why I love that example is 'cause I see that all the time Mm-hmm So I see self-employed, I see the senior management, and I also see the investor as well in their business I think the jump from being A-A-C-E-O with a board and management team to investor, I don't think that's too much of a Shift change, but I think the biggest challenge that entrepreneurs face is moving on from self-employed to being the CEO Yeah I believe a lot of it is based on mindset Um, because you come across many entrepreneurs and they say, oh, I'd rather do this myself The customers wanna speak to me, they don't wanna speak to someone else Uh, I need to see what's going on in every single process Right Um, what are some of the things that you see or some of the blockages that you are having to unblock the self-employed person to become that CEO of the business? Yeah Everything you said is so true I'll add one more to that list So everybody wants to talk to me First off, they're not mentally ready to accept it Mm-hmm Or they feel like they're, they're, they've painted themselves into this corner where customers won't let them leave Uh, or they have made themselves the bottle In their, in their own business and their own operations Mm-hmm Or they have built a business which if you start from scratch and you build a business slowly, it's almost, almost inevitable that there will be a time where the business looks like you Mm-hmm If you are generally quick to make decisions, maybe too quick, hasty, the business will reflect that the business will, the people that you employ and the way that they work will reflect that If you are, uh, very frugal and you don't want to invest in anything unknown, the business will reflect that Mm-hmm And, and that's maybe one other kind of trap that business owners tend to, to fall in because now they've made this thing, which is them times 10, and now to change the culture of the organization It's not just the person's attitude towards a process Or saying no from now on Every customer called that guy instead It's not just, it's not that simple Mm It's the, the, the embedded and cultivated culture within this entire team needs to switch Now sometimes that happens, you know, you hire a GM and that person brings their own thing, or there's some kind of massive shakeup, for example, COVID happened Things had to change Yeah Maybe that was good for some businesses in some way, but when I come in to change that, that, that's probably the hardest single component in the business to change Mm-hmm Everything else there is, is is easy Culture is hard Yeah And part of your mindset, when it's everybody's mindset, I guess it's just harder So you would say the, the cultural aspect of that mind shift is probably the hardest thing to change It's, it's tough, man Mm It's tough, you know, for example, saying something along the lines of, um, when somebody comes to you and says, but we've always done it this way We're now a 15 million D firm We've always done it this way Why should we change this now? That, that, that's a conversation Tough conversation It is Yeah Yeah, yeah You can, you can brute force it If the owner is on the side of change, they can kind of insist on it That's when you no longer use a kaizen method Right That's when you, that's only use baseball bat There's no, there's no gradual units Um, no So, so look, I don't, I don't, I don't go into companies where I'm not invited Mm-hmm So if the owner has reached out and said, Hey, this is what we've, we've noticed and we feel like we're slower than our competitors Right We were the market leader We are no longer market leader Mm-hmm We had double digit growth We are now in single digit growth We had X, Y, and Z Or for some reason I've realized this issue exists Can you come in and, and help us out? And one of the things that is noticed is the culture here needs a bit of a shakeup Mm-hmm More often than not the, the entrepreneur look, entrepreneurs create stuff, right for them What existed isn't good enough That's why they went and did their own thing So generally, they're open to considering an idea, like, okay, fine, tell me more Let me see how this works If it makes sense to me, maybe we'll do it for the company So that's a conversation that has happens prior to a coaching session or coaching engagement beginning Once it begins, they're committed Like, all right, do, we're gonna do this Mm-hmm We're gonna do this We're gonna give this a solid 12 months These are the kinds of results you can expect These are the kind of milestones, and as you start going one step in one step, we don't start with culture, by the way, just, just so you know Of course Yeah We don't begin there We begin with a whole bunch of other things But as we, you know, change this and change and change and change and change, bring in better reporting structures, bring in more processes, think about, uh, so our customer experience and, and customer delight versus just fulfilling a need Uh, we talk about recruitment process, we talk about, um Uh, this is the technologies that they're using internally Um, it starts elevating the conversations that they're having Mm-hmm Now you come turn around and say, okay, look, what is your defined culture? Or, we don't have any, or, we have it here It's on the board You know, uh, we are, I dunno, transparent Great Are you? No, we're not really Well, great Let's scratch that Let's be honest Right And, and then the, the culture conversation start opening Mm-hmm And that shift can be big There was a company I worked with, uh, a a while back This was a, it was a 27-year-old company, uh, second generation They were doing north of 300 million theirs in revenue Amazing business And I was called in because they're, they needed to, they needed to, um, modernize some of their processes I'm gonna tell you what that means in a sec And in the conversation I said, look, you guys have all the funding in the world Why don't you just invest in a good system, I guess? Said we have, we have, we have Oracle We spent about $250,000 on, on implementing an entire Oracle ERP last year Wow I said, great Are you using it? He said, no I said, why? He said, because the Oracle reports are even more incorrect than our manual report So I said, okay Tell me about your manual reports I, I kid you not han I swear to God, I'm not joking They were using fax machines Oh, wow This is not that long ago They were using fax machines They were in a product heavy business to between order office and warehouse Communication was via fax, handwritten facts We had a lot of work to do A lot The, the people just, just, just for those who don't know what a fax is, it's not a swear word Back in the day when you wanted to send a document Or you wanna scan and document, you had a, this little machine next to your telephone, you put it in there, you scan it, someone else will have a fax machine and they'll get the same scanning They get pin out of the scan of it And um, it would take a long time It was insane It was, it was such a massively inefficient system But maybe the newest hire there was over 10 or 12 years old in the business I mean, you could not walk in day one and say, that's it Scrap the fax machines we're moving to email You could not do that They would, they would They'd be a riot Yeah, they'd be riot So it was slow, it was steady It took us about eight or nine months before we could, we said, okay, everything is now computerized They had had that Oracle, their entire warehouse had, uh, wireless points for, for handheld scanners The guy who was in charge of the warehouse couldn't read He could not read He was, he was extremely trustworthy He knew where every single product was by memory Mm-hmm He couldn't actually use a computer'cause he couldn't read or write I, you get amazing businesses here, man As we mentioned earlier in the, in the episode, you know, you mentioned that you come from a family business, um, and in Dubai I've come across a lot of family businesses and there are businesses, as you know, we've conversed, been here for 20 years, 30 years Some family businesses that were based in, you know, India, uk, Africa, and they've come here and set up an office and you know, they've got their trusted employees I've also come across many entrepreneurs who've decided to go into the family business Some who don't go into the family business Obviously when they go into the family business, they have different set of challenges, not just running the business, but working with family members And when you're working, when you've got your own business, you work on your own, but sometimes you might bring family members in We have a lot of, you know, listeners who are, who are coming from family businesses Um, and just from your Kind of from your point of view, you've decided not to go down the family business route What, what made you choose that? And you know, are you, you, you are obviously in touch with what's going on with your family business, you know, how, how have you found that process, decision making process for you? You know, are you happy that you've got your own business? Do you have any regrets? What, what, what can you share for our listeners who are in a similar position to you? To answer your first question, it's not a very interesting decision I just, I just decided not, there's no story there I just decided not to go into the business I set up Kaizen while I was in the uk Um, this was in 2011, September, 2013 I was in Dubai And, uh, they were going to announce the winners for the expo, uh, bit I remember telling my wife if we win, uh, expo, I'm moving back to Dubai because it's just gonna be insane It's gonna be so much fun As everybody knows we want it And I went back to the UK end of September, wrapped up October, November, I was in Dubai Mm-hmm Jan 2014, we opened the Dubai office and there was so much to do It was, I was one of the first business coaches here Most people hadn't even heard what coaching was Forget business coaching Those who had new life coaching We got the chance to establish a foothold with some of the, some of the largest and most respected family names in this region We've worked with a lot of them, and to be honest, the family business has been running really well For, for really long, I didn't find a gap that I would turn around and say, Hey, look, you know what? There's a, this very obvious gap that needs to be filled and I will take on this role Yeah And we do it Um, a lot of the, the heavy businesses, the factories, et cetera, are in East Africa and you gotta be on the ground Mm-hmm Dubai, there wasn't a lot of that So the, there wasn't the need from the family They didn't need me to come back in And to be, I'm not sure if I wanted to, um, I was having so much fun building kaizen Uh, we, we had 20 14, 20 15, so I was with a firm called Action Coach Back in the day we had about one and a half thousand offices around the world Mm-hmm Uh, at the time and in 2015, we were the first office in the Middle East for Action Coach And mid 2015 we got into the top 100 coaches globally We were number 48 Wow We were the only ones in the Middle East on that list, and we were, until the time I left action, we were still the only ones on that list Mm-hmm Nobody was even able to break into that We really, really, really changed the market in that time The clients that I got to work with, the projects, I got to work on the, the sizes of the companies that I got to advise and, and coach, and a lot of them were family businesses Right And, and I often say hardest part of family business is family Um So finding that balance between the, the patriarch or the matriarch of the family who's built, you know, a nine figure, sometimes 10 figure business, and the second generation who's now up and coming expected to fill very big boots Mm-hmm And they need to fill those very big boots very quickly Yeah And there's a lot of people that are looking at them Some of 'em are rooting for them to fail Um, so supporting them in that transition to go from entry level all the way up to decision maker without it looking like nepotism along the way So just those roles there was so much fun and, and I loved it Um, so yes, I'm very, very much involved and, and up to date with what's happening in the family I just don't get involved from an operational operation side Yeah Uh, perspective Having said that, I think family, especially second and third generation, uh, family, business, um, members Beginning to realize that their contribution isn't going to be operational Mm-hmm It should be operational at the start'cause that's how you learn the nuts and bolts of the business Yeah But eventually you're moving into a point where you need to be running the show and to run a show that's been running for 20, 30 years, while daunting isn't difficult Hmm It's already been running As long as you don't screw this up, it's fine So I'm seeing more and more of my clients who come from family business actually being what we call entrepreneurs So you're setting up a new entity within the umbrella of an existing organization So this, you know, family business is involved in four or five sectors, and now this young girl comes and says, okay, you know what, um, I'd like, I'd like the business to invest in me and I wanna open this Mm-hmm And she goes off and she does that and she makes a killing Right Or, or, or young man comes and says, Hey, you know what, we don't have a, we don't have any operations in South Africa, I, I wanna open our South Africa brunch and goes off and, and does that, the safety net is there, but the expectations are also very, very high Yeah And, and that's where I love to play So, you know, you get, get to work with these young driven, uh, ambitious plus, uh, what's the word? Lot, lot of pressure on them And, and they, they have to succeed It's not really, there's no options there They, they, they're, they're under a shadow that they need to fulfill They need to, yeah They need to create their own name Yeah Yeah Yeah No, it's so interesting So interesting I mean, my dad had an accounting firm as well, but I decided not to do it I decided to do it my own way Yeah Um, and that choice was mainly because, you know, back in those days, he was doing everything on paper and on a ledger and using a calculator to add things up And I just wasn't, for me, it wasn't Appealing Mm At the time Um, and so I decided, I went through the, the path of having a career and then starting the business, uh, off the back of that So, um, yeah Um, it's, it's, it's, it's an amazing world You, you, I'm, I've met so many entrepreneurs who are from family businesses and the different challenges that they face, the different obstacles they have, the pressures that they have, no one understands them and no one will understand them because they are in their own world And, you know, you may see a family business and they've got, you know, nice cars, big houses and all of that, but they do have real pressures that they have to deal with day to day Yeah Um, so yeah I also wanted to kind of dig into one of the common things that we talk about often in, in, in this podcast And, you know, one of the things we talk about a lot is coaches and mentors And for me, you know Watching a lot of my clients grow from nothing to 20, 30, a hundred million dims of revenue I've seen a common theme with a lot of them, and a lot of them, what I've seen is, you know, they have coaches, they have mentors as well, and I always bring up the, the book by Bill Winter's Trillion Dollar Coach, where he's the coach of, you know, Steve Jobs from Apple, Jeff Bezos from Amazon, and also the coach of Eric Schmidt at Google And, you know, they all kind of go back to him and always confide in him whenever they have certain problems as well You, you, you yourself are a coach You run a coaching company, you have other coaches that coach other businesses as well Why is coaching such an important aspect of your growth as an entrepreneur? Um, what, what do you feel is the thing that makes that Very important for an entrepreneur to succeed or to fail If that book was written today, it would probably called $6 trillion Coach And that's, that's why a coach is important because your trajectory as a business, I mean, you could be a couple of degrees off in the early days, but where that ends up could be miles apart Mm-hmm Coaching is not for everybody, and not every coach is for everybody I'm not, there are certain types of people that I cannot work with Mm-hmm And, and I will be a, the wrong coach for them and, and they would be the wrong client for me But if a business has potential that is under nurtured, it will never reach its full capacity It's like having a, a I mean, it's like having a kid who's, who's skilled at let's say football or basketball, but they never had the chance to practice and hone that skill Mm-hmm There's only so far they're gonna be able to go on, you know, grit alone But you put somebody, you know, you see they got talent Even if they have mediocre talent, you put them into a, into a system which nurtures them and supports them and teaches them These guys can go pro by the time they're 18 or 19 The kid who didn't have all that might be able to go pro when they're 28, but they got a two year earning window, whereas the guy who's 18 has got a 12 year earning window Right So, so, so for example, you might have a football player or you know, a sports person, and they may not have that God-given talent They may not have that natural talent, but someone who's good enough can be coached to get to that Yeah To that level Yeah Yeah It's a really nice saying, right? Uh, hard work beats talent when talent doesn't work hard Mm So the role of the coach, I mean I'm sure every single listener on this has at some point of time, gone on a diet or made a resolution to be at the gym more often We've all done it, we've all broken it Maybe some are more consistent than others, but we've always slipped off the wagon If you had somebody who was holding you accountable, you know, called you every single day and said, did you do your 10,000 steps today? That's the only question they were to ask you, did you do your 10,000 steps today? You will inevitably start doing those 10,000 steps because there's only so many times you're gonna say no and come up with an excuse Mm-hmm If you are willing to be held accountable and willing to be pushed and willing to be willing to give more than what you think you can give, where you will come out will be very different to 99999% of the world Mm-hmm And that's the choice that you gotta make Where do you wanna play? Some people are happy here There's nothing wrong with being there There's nothing wrong with being average Mm-hmm That's fine You're happy Great You aren't Let's get to work Yeah And the same, the same is true in life Same is true in sport The same is true in fitness The same is true in mindset Same is true in business If you believe your business really is a hundred million dollar business, then why are you happy with 20, 30, 40 million? Why? By not getting to where it can go, you're doing a disservice to yourself, to your customers, to your team, to your brand You know, this can be better You know, it should be better Why are you under, why are you underperforming and okay with it? So, I don't talk about this too often One of the first things I did, I said March, 2011, I signed up that client, I think it was June, 2011 I signed up my coach and I've had, I think, three coaches between 2011 till now And I, I don't think there's been a a time where I haven't had a coach working with me And not only has Kaizen become an extremely Profitable and, and, and successful firm The clients that we have are phenomenally successful Uh, but I've opened two other businesses Both of them are, one's a seven digit, one's eight Mm-hmm And they run autonomously They run without me because it's the same principles that I, that I coach, that my coach kicks my on It makes me implement because in my, in my business, I'm seeing it like this Right I can't see the forest for the trees in my business Yeah And it's that perspective that a coach is able to bring, like, hey, you know, sorry, one more analogy, if it's okay Yeah, of course Um, as you can probably guess, nobody's ever paid me to play football Hmm Right Might not believe that, but nobody's ever really paid me to play football If I'm watching a game where the net worth of the people on the field is, the combined net worth is probably in the billions Yeah How is it that I can spot mistakes that they're making that they can't see? I can see that he's about to make a bad move How is it that he's not seeing it? That guy's getting paid a hundred million dollars a year to play football Nobody's paying me, Jack I'm, I'm paying to watch football, but I see a mistake that he, he can't see Not because I'm better than him at football, but because I have a perspective that's different Mm-hmm And that's what, that's what people need to understand about coaching It's not that the coach has to be better than you for, for all I don't think I have a client that makes less money than me I'm probably, the kaizen is probably the smallest business between all of the clients I work with We have bus, we have clients that are in the like 10 figure range Mm-hmm I'm not better than my clients in any way I have a perspective that's different to theirs And because of that perspective, I'm able to spot flaws maybe earlier or I can see gaps that they might miss better than they can see it And that's my job Right So as, as a coach, I need to make sure that When clients get really happy about something and super excited about something, I try and find what might not be working well So don't get, I, I'm not there to be a hype guy when they're, when something goes wrong, when they're dejected It's my role to look for the silver lining and say, Hey, one second Yeah, we lost that, but look at what that gave us So the perspective, being in a different position gives him a perspective that's different Mm-hmm And that, I think is just absolutely invaluable It's been invaluable for me I mean, that's why I still, I spend a fortune on my coach He's worth every penny Mm-hmm Yeah No, great, great, great example and great love the stories that you've, you've come across and thank you for sharing, you know, your, your personal experience as well You've spoken previously in, in your content and, you know, and I've met with you previously and you, you have this concept of building a nine figure business without noise Um And in my opinion, you probably need a lot of noise to build, to build a nine figure business, especially if you're going from zero to nine figures Um, but you have a really interesting concept of how that can happen and what kind of noise you don't need to kind of, um, bring up when you get to that, to that, to that journey So what, what is it that they can do to get there without making that, you know, the noise that, that we, we, we are referring to? Probably one of the loudest sports you could ever witness, uh, would be Formula One Mm I dunno if you've ever been Ferrara races I've been to Yeah Is insanely loud If you, if you aren't actually carrying earplugs, you, you might actually have long term damage And, and as a spectator, you know, watching with Crowd roaring, the engines roaring and sounds just, it's, it's, it's overwhelming noise Probably the, the 20 people who are least affected by the noise are the 20 drivers on the course Mm-hmm On the circuit, because when they're going at two, 300 kilometers an hour, literally towards the brick wall, that, that, that focus is so tight mm-hmm That everything else is blocked out And that's, I think, what I mean when I say without the noise, because their head, they're calm, they're, they're, they're focused They're in control that roaring and doesn't disturb them So yes, you need the noise, you need the marketing noise, you need the buzz, you need, yes, you need all of that Mm But as a, as the CEO of an entity that is that big going that fast, the level of focus that you need to be able to bring at least for a few hours in the day, if not the whole day, has to be that laser-like focus Mm-hmm And when you're driving at 40 kilometers an hour, you're looking around seeing the other cars might sneak in a, you know, quick sneak on the phone because you can, it's, it's, it's easy, right? So when you're plug along in your business and you're entertaining every Tom and Harry that's coming in, oh, I have a question Customer calls WhatsApp You got notifications enabled on your desktop and it's noisy Most of the larger company executives that I work with would at some point of their day, mute all those distractions and sit down with a pen and paper or maybe a remarkable or something where they could just Download some of their thoughts Nothing wrong with pen and paper I, I would, I would strongly urge pen and paper I would strongly urge pen and paper There's a, there's a physiological impact of writing that cannot be replicated Yeah, you should do pen and paper If you can't, if you can't, something like a tablet is fine, but maybe more like a remarkable rather than iPad'cause you're gonna check your emails And so, so just having that, that silence and that focus, lack of noise is, I think a game changer for, for business owners and for anybody who's listening to this If you really want to, if you would take one thing away from today, it will probably be this Take an hour take, take 20 minutes maybe to begin with If that's too hard, take 20 minutes every day and just sit down with no distractions and just a, uh, you know, one, one book Use that same book every single day and a pen and write down whatever comes to mind And over time, you're going to, you're going to Um, protect that time, that, that's gonna become like, sacred time for me Mm-hmm Because there's so much going on that just when you shut everything up, your mind is able to, to articulate ideas and strategies and insights and, Hey, I should do that Maybe I could do this I, you know, I should consider this more And, and your business will start showing those, those results It only becomes more important as the business grows Mm-hmm I mean, I, I don't spend 20 minutes a day on it I, I tend to do that time when I'm flying because I don't wanna watch the same movie over and over again when I'm having Yeah So I have my paper, my, my, my pad and my pen with me Yeah And, and I jot a lot of ideas down Um, you know, I, I think having that thinking time is very, very important Yeah Because we get so much information in the day In the week, in the month, in every hour, people talking to us, you know, we have loads of meetings, we have notifications, we have, you know, social media running, and none of it kind of clicks or sinks in until you really just sit down and have a really, have a think about things, you know, in, in, in a more deeper setting Um, and that's when, where I've had a lot of my, you know, good ideas that have, that have come across walking as well Mm I walk, uh, I try to walk one hour at least once or twice a week, and that helps me think as well, because you're just like in the neighborhood walking around and, you know, ideas can formulate that can help you Absolutely Not just in a business, but in a personal sense as well Yeah Yeah Nine figure businesses are, you know, for, we, we, earlier we spoke about that Self-employed entrepreneur Um, and you know, your sweet spot is getting to that nine figure business, you know, coaching that nine, nine figure business And for many people, um, for many entrepreneurs who are at that kind of sub seven figure, um, revenue business, it's a massive, it, it's hard enough growing 20% year, you know, year on year Um, but growing a hundred percent, 200% year on year is challenging for some, unless you've got really good opportunity or you're very good at marketing, for example, or even sales Are you, what are some of the kind of case studies you've seen or what, what kind of things have you seen other entrepreneurs do that's got them to grow that fast? You know, not the 20% per year, but doubling the business Um, that can really help and give encouragement to other entrepreneurs I'm asking you, because I've seen this happen before myself with my clients anyway, um, but I'd love to hear some of the things that you've seen that other entrepreneurs do just to kind of get to that space This is, I'm gonna share one or two thoughts, but this is not a one size fits all answer So whoever's listening to this, please decide if this is relevant for you Okay If you are under a million dollars in revenue, your only focus should be marketing and sales Mm-hmm Right? When you are at a million and they use a million as, it's not really an arbitrary figure, but it's, it's almost like a milestone number Yeah So when you hit the million dollars in revenue, your focus should now be on scaling your operations And when you get to the point, which now this is a little bit harder to define, but when you get to the point where operationally you are no longer capped, like you can scale Un scaled down as required quickly enough, then you start scaling your team Mm-hmm I'm not saying team are not important in the early days, but if you have a business and you've made a sale, then you have something that's sellable Mm-hmm Sell as much of it as you can because money, money is not an outcome Money is a tool, but without that tool, you can't do a lot of other things Mm-hmm So your first order of business is to drive revenue and then to drive profit, and then with that profit, you then reinvest in the operation in the systems Mm-hmm When you have great systems, then you hire great people That's a very rough roadmap Yeah The other thing, and this is gonna sound a little bit harsh, for those people who are Still in their early stages of their business, not necessarily a new business You could have been doing it for five years and not cracked it yet Mm So your business is still in that early stage Stop buying YouTube courses, stop buying, you know, LinkedIn courses Stop, stop that, stop all of that The people who are selling that to you, their business is creating content that attracts you and gets you to buy Mm Because they know you're not gonna implement it properly You're gonna go back to them to find out what was wrong, and they'll sell you on their next course You probably already know everything you need to know You need to execute more Mm-hmm If you do feel like there's something you need to know, read a book, pick up a book Use, uh, short form if you can't get through a book But I mean, we, we, we, we have a, an an epidemic of attention span Limited disorder right now People are just so hooked on 2260 second sound bits that when you give somebody a 200 page book and say, read this cover to cover, it's, it's actually hard It's like kind climbing up a mountain for them I, I used to, I, I am still an avid reader, but even though I love reading, I'm finding it harder and harder to actually sit down with a book and I would finish an entire book in, in two sittings Mm-hmm Now, I, I find it hard to finish a book in like four or five sittings mm-hmm Because you get through a couple of pages and something else comes to mind like, oh, I should probably check that right now I wonder what trumps up to Um, so pick up a book, you know, there's some awesome books There's Influence, for example, by, uh, Robert Cialdini There's a four hour work week, there's a great game of business, and there's zero to one Um, the power of Starting Something Stupid These, these are fanta, um, um, million Dollar Weekend Mm-hmm These are fantastic books Just buy a couple of these Sit down, read work, read work I'm saying don't have a life besides the life part Read and work Well, entrepreneurs do not have a life So you don't have to tell them to have a life They don't have it anyway Right So it's fine These do have a life, right? Go out once in a while, go get massage Go down to the beach You know, don't forget to have a le The reason you're doing this is because you want to have, you think this is what's good for you There's no point, you know, being stuck in an office Mm Not enjoying life Yeah It doesn't have to be expensive Go for a walk on the beach It's free But, and, and it'll help Like that walks, that, those walks that you do, they're free Mm But they help So get out there, touch some grass But most people, most business owners know a lot more than they do everybody Mm-hmm We all know a lot more than we do The problem is not a lack of knowing The problem is a lack of doing So do, if you find that you're not where you wanna be Find something that's not helping you stop it Find something that's, that should be helping that you're not doing, and do it, do it for six months and then I will take accountability If that doesn't work, it, it will work Yeah No, no, I a hundred percent agree is what, what, what, um, what you're saying, I wanna now kind of go back to, um, the early stage entrepreneur So one of the things that, one, a lot of our guests, they've gone through the evolution of starting their business because they were an employee and they wanted to get out of the employment, um, situation and start their own business Um, I'm, I went for that process as well You know, I was working for 15 odd years as an accountant and then I set up my accountant I used to look 25 by being happy, by loving what I do That's good Um So I, I worked, um, you know, I worked and became an entrepreneur A lot of my guests went through that process as well And it's very, it's a big leap, a big step to get from, uh, employee to entrepreneur Um, and, you know, I think one of the diseases of not disease, but sometimes when you become that self-employed person is 'cause you used to be an entrepreneur You used to be an employee before Um, and so you not getting to that mindset of becoming a CEO of your business, but that's a separate conversation We'll probably have a separate podcast for that anyway Um, but if, if that person is, has got that itch that they wanna scratch, they wanna set up the business, what are the things that you would advise them now that they should do? Having worked with lots of entrepreneurs and, you know, you've done, you've gone through the journey yourself, you've got several, you know, successful businesses as well What kind of things would you do or would you advise that new entrepreneur to do today? I'd answer one part of that first, which is what would I do? And I suppose I'm a little bit fortunate because I, I could probably do this This might be a little bit hard for, actually, it's not If you're creative enough, I guess you could do this If I had to start a business today, I would pick a business in which technically and operationally I am weak Mm-hmm Because if I had to put money on where a business would stagnate or which, which ceiling they would hit first, it would probably be that the owner or the founder is too heavily involved operationally to be able to do much else Mm-hmm So I would pick a business where operationally a I can't add a lot of value so that whoever I bring on to do the operations can focus on the operations, which makes money And I focus on other things such as sales or marketing or strategy or partnerships or networking or whatever It's, so if there's somebody who wants to start a business, uh, maybe bring on a co-founder who's an operational genius, then they can get bogged done and you can do the fun stuff for somebody who's looking to start their business today Which, so besides that, what else would I recommend? If you can, uh, take a sabbatical, I would say take a sabbatical, take six months off, use that six months to start your business and get it off the ground If you can't afford to take that much time off, if let's say your boss wouldn't allow you, or your industry doesn't work that way, then potentially start doing it on the site Mm-hmm Um, again, this differs from Business to business or industry to industry So it's not easy for, for somebody to do, but your life is not gonna wait for you, right? You say, I'm gonna do this for five more years and then I'm going to X You don't know what that five years is gonna bring Mm-hmm And until you make that leap, I have a client who, uh, left an extremely high paying job Extremely, like from an, like an average earnings perspective, that role is probably in the top one or 2% in the world Hmm Like from all the types of work you could do That role is just very, very lucrative He left that to set up his own business And he says still now, he says, when I go back and I, I meet, you know, I have a lot of friends there, and when we go out, you know, we'll all be sitting together and talking and laughing and they're all saying the same stuff They're all making the same amount of money that we used to make They're all exactly where they were And I am, like, I, I, they're my friends who we're in completely different worlds right now Mm-hmm And, and you are not gonna experience that being an employee Nothing wrong with being an employee, nothing Absolutely But if you have that itch, scratch it, man Mm Even if you start a business, don't go into debt Don't, don't lose your house I don't believe in, you know, burning your boats Um, even if you quit, do your business and if it doesn't work, you are going back to the workforce with a level of experience that almost no employee has You could sit across any CEO and say, I tried doing it too, now I failed But failure brings its own wealth of lessons, which perhaps success doesn't bring Yeah, a hundred percent So this is why I'm a better bet for you to hire Mm-hmm I actually know a guy Who has failed twice and he's gone back and very senior position Amazing, amazing job But he's gone back after his second failure and he's told me, I, I dunno if, uh, I dunno if he's listens to this, if he does, you know, I hope he doesn't mind me sharing his story He's told me I am literally working to this point where I'm gonna be making this much money And at that point I'm gonna leave and I'm gonna start again I'm gonna do another business And if it doesn't work, I'll go back to work again Because as an entrepreneur, that itch cannot be ignored Yeah, yeah So scratch it, do it, play with, do it part-time, do it weekends, but then you don't have a life, I don't believe in not having a life, but you owe it to yourself Right That there's a really nice book, got nothing to do with entrepreneurship It's called The Creative Act by Rick Rubin Have you read it? I haven't read it No You need to read this book It is a book which, and anybody, anybody who's in creative must read this book Anybody who's not in creative must, must read this book Because it'll show you a perspective that is very different Creatives will understand what he's saying Mm-hmm They've been there That's, that's their world I'm not a creative I read that book I was blown away It's such a fantastic book Seth Godin Yeah He says, you have to read this book four times Says, read it three times and then the fourth time you read it slowly, but three times Just read it, cover to cover It's so good We'll put it in show notes Do it Um, he's in, he, he's talking about art specifically, or the act of creating specifically He says, when that bug bites, it doesn't matter where you are or what you're ring stop, walk away and start creating For example, you are, let's say, a, a, a piece of prose is coming to mind Right? You, you are writing a story You say, it doesn't matter what you're doing Go away Lock yourself in a room and start writing Don't stop writing It doesn't matter if you are writing until the next morning Don't stop because that is a gift that's coming to you Mm That spark is a gift Whoever has this entrepreneurial spark within them that sparks the gift You can ignore it at your peril or you can experiment and see what happens It could be very good Yeah No, no Uh, thank you for sharing that Muta I just wanna say you've been an amazing guest Thank you for sharing your insights Thank so much fun Thank you Insights Um, I've learned a lot personally, uh, from you and from this episode as well Um, before we wrap up, what kind of projects are you working on? Um, how, what's the best way that our, our viewers, listeners can, can get in touch with you? Kaizen keeps me, uh, keeps me busy a couple of days a week, and, and the other two businesses thankfully, are, are relatively autonomous I don't do much there So, um, I'm in that space where I could do a lot And there's some, there's a, there's a few interesting projects One's a new podcast, which we're actually gonna get you on very, very soon We're starting the first recordings in, in about a month or so from now, within a month, hopefully Um, it's called Wisdom from the Sand Look out for it Look forward to it I it's gonna be awesome, bro We're writing a book, uh, a client and I got together and, uh, and we're writing a book on his journey He went from high six, low seven figure business to nine figures Number one in the world, in his industry Mm-hmm Uh, globally Brilliant business And we've written, we, we've co-authored a book on, on his, uh, on his journey and how he got to that point Um, we're talking to the publishers right now Hopefully by the time this episode gets released, we're gonna have a publisher landed and we should have that Q1 26 should be the, the, the launch I can't wait for that one So excited There's also a startup, which I've, which I've begun, which, uh, is currently in, I think it's called Stealth Mode, that's what the kids call it, but that's gonna help brands get an insane amount of, um, visibility for For pennies Mm-hmm It's, it's, it's a really, really cool startup Um, let's see I'm excited about that That should hopefully launch in the next, within the next quarter, Q1 26 Look forward to it Yeah And the best way that I viewers can get a hold of you LinkedIn Um, I, I've, yeah, DM, just, you know, look for me on LinkedIn I'm the, and one of the two bold, handsome guys on LinkedIn Uh, I'm not in that category Um, yeah, I'm, I'm, I'm off Instagram Uh, I'm not on Facebook, so LinkedIn is my, my area Thank you very much Thank you for inviting me Thank you so much Thank you for joining us on The Alphapreneurs Podcast I hope you enjoyed the show Please subscribe and give us a five star rating and a review Your feedback is appreciated For show notes and more, check the link in the description and connect to me on LinkedIn and search for Rayhan Aleem See you in the next episode