The Scalability Code

From The Ground Up: Harnessing EOS in Construction With Duke Revard

• Matt Haney • Season 1 • Episode 12

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In this episode of The Scalability Code, host Matt Haney sits down with Duke Revard, an experienced EOS implementer. They share their backgrounds, discuss the importance of EOS (Entrepreneurial Operating System), and the journey of becoming an effective business leader. Duke shares insights on the challenges and successes he has encountered with diverse clients across various industries, the significance of clear internal communication, and the role of accountability in scaling a business.

00:00 Intro
00:23 Meet Duke Revard
00:54 Duke's Journey with EOS
03:01 Diverse Client Experiences
05:44 Challenges in the Session Room
08:58 Accountability and Leadership
15:50 Personal Life and Hobbies
19:05 The Role of a Fractional Integrator
25:21 Favorite EOS Tools and Software

Connect with Duke on LinkedIn: https://www.linkedin.com/in/dukerevard/

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Welcome to The Scalability Code, the podcast that helps you get out of the sh*t show and start growing your business. A few times each month, you'll hear stories and commentary from visionary entrepreneurs, EOS implementers, and fractional COOs about how they've taken businesses to Level 10. And now for your host, Matt Haney.

Matt Haney:

Thank you for joining us on the scalability code. We're joined today with Duke Brevard. Duke, thanks for joining us. Nice to have you, sir.

Duke Revard:

Yeah. Great to be here, Matt. Thanks for having me.

Matt Haney:

You're welcome. So we always start off, nobody here knows who you are and they probably don't know who I am, so let's tell each other, or you tell me about you, and I will tell you about me. and we'll get to know each other a little bit. Then we'll jump into some of the things that we get to do every day, helping our clients. So, gimme a little backstory. How did you, where'd you come from? Where'd you live? How'd you end up here? And how'd you get in the crazy world of EOS?

Duke Revard:

Yeah, so I grew up in Bentonville, Arkansas, kind of, uh, you know, the shadow Walmart around, uh, that whole community and all that goes on there. And, um, college at Mizzou, um, since college, uh, four Ventures, uh, and probably where I discovered EOS was in 2013, was, uh, part of a commercial insurance startup and Discover, read the book and started to implement it in that company. And then. At the same time, we were building a lot of HubSpot funnels and inbound stuff, and friends of mine and other other founders were saying, Hey, will you help me with, uh, my marketing? And so really when I started to discover, get with these teams, and they didn't have enough internal clarity about who they were, who their customer was, a whole lot of things that I started handing them the Vision Traction organizer and saying, Hey, you guys need to get internal clarity, or I'm gonna waste your marketing dollars, talking to the wrong people the wrong way. Started using the tools back then. Been using'em ever since. Uh, at some point I looked up and realized really love leadership development. Really love in a weird way. Conflict. Conflict resolution, love helping companies, scale companies get outta the ditch. Companies grow. And love the variety of EOS. So I have clients in tons of different industries. I, I like the, the variety of it. I like the change, I like the new problems, new learnings, and, uh, and yet the continuity of, of having a proven, you know, process proven system. So, really love my job, love the people I get to, to meet with and, and love entrepreneurs, love folks who just get out and build and, and scale and, and solve problems in the market. So.

Matt Haney:

That's so fun. Um, and so you've been a full-time implementer for how long do you think?

Duke Revard:

Um, so I'm, I've been a full-time implementer for two years. Been implementing the tools for, I don't even know, 12 years. Yeah,

Matt Haney:

That's awesome. no, you guys were really early 10 years ago. I mean, the, the scene hadn't quite become the scene yet with e os that far back and people's, um, you know, were you working with an implementer or were you self implementing

Duke Revard:

no, I was self implementing back then. Yeah, absolutely.

Matt Haney:

Yeah, no, I come across, I still come across quite a few companies that are like, Nope, never worked with an implementer. Read the book, listened to the podcast, did the stuff. So it's awesome to see. There's still that group of people back there. Um, what types of industries have you seen? This is always my favorite question because it's like, you never really know what this other person's gonna say. So think back for a second at some of the clients you've worked with and maybe some that are similar and some that are completely different, and maybe even any that are obscure.

Duke Revard:

Yeah, so I have several clients, or I've had several clients in, in construction broadly. So residential road pavers to commercial construction, to, uh, fully custom home builders on your lot home builders, uh, portable barn builders or kind of portable buildings, barn, do you know, call'em barns or.

Matt Haney:

sure. Very popular.

Duke Revard:

Manufactured homes in a way, like 1500 homes a or portable buildings a year. Um, software as a service, companies with distributed teams, you know, multiple countries. Uh, those are, you know, different for sure. In terms

Matt Haney:

what platform, what product were they doing or was it In that in the software space?

Duke Revard:

it's actually a HIPAA compliance, so they're, they're doing, yeah, they're helping companies stay, you know, compliant and, and doing all the education kind of LMS delivery for large hospital groups or, or folks that have

Matt Haney:

man. You have that session one day. Then the next session you're talking to. the barn builder about building 1500 Barnes a year. That's really I love, this is. what I love about the platform. It's so diverse. There's so much opportunity to see so many different people on different walks. Um, what else? You maybe some nonprofits in there somewhere.

Duke Revard:

Uh, yeah. Yeah. I've worked with a large, uh, charitable, uh. Really foundation that does daft owner advised funds. So they, in liquidity events, when people are selling their company, they're helping them structure to be able to give away as much as possible to the causes they care about. And another leadership development company in the kind of Christian leadership formation space called the Eden Project, that also helped co-found. And so yeah, do, yeah, it's, it's diverse. But what's cool, as much diversity as we talked about. You see a lot of the common problems. You see a lot of the, the issues actually show up in all those diverse fields and that there's actually cross pollinization or learnings that I see that are relevant and, and consistent, uh, across any business that's trying to organize human energy, trying to accomplish a vision, trying to hold people accountable, trying to drive results. So,

Matt Haney:

I, I get the Congress people are like, well, my business is different. And I always say to them, you may have a different widget, but your business is very similar, and I can promise you that the problems you're dealing with, or organizational development problems that every business owner, every visionary entrepreneur's gone through, um, that's what you know. Plugging into a system that has, a consistent framework will give you the opportunity to, you know, just maintain consistency and, and, um, commitment.

Duke Revard:

Absolutely. No, it's so true.

Matt Haney:

So, um, let's talk about challenges you face in the session room. This is always interesting. I mean, I've had the privilege of sitting in session with, I don't know, probably 10 different implementers in some capacity, and everyone runs their sessions differently. You know, it's coming that time of the quarter for us where you're ending up, um, get getting scheduled for the next, next quarter. Tell me, uh, if you could think back through your last in session, you know, session or virtual distributor, whatever, um, and, and draw on a scenario or a story or something that, that comes back that, um, this, this company was dealing with. So I'd love to know what your thoughts are and sort of, if you can recall a specific scenario.

Duke Revard:

Yeah. One of the most memorable recent sessions, um, was around core focus, uh, really helping a company realize this is a commercial insurance company. That the kind of the thing that they hated doing was actually, the least profitable part of the business. It was, it was the most competitive part of the business. And I'm not gonna get super technical'cause I don't wanna. Air out anybody's laundry, but they were, they were fighting with a huge red ocean of tons of competitors for, for low premium things they don't really even enjoy. And through the core, you know, core focus exercise discovered that the hardest thing they do is actually very, you know, there's not many competitors'cause it's technical and it's hard and they actually love doing it. And so the process of discovering that and beginning to really zero in all their biz dev efforts, all their energy towards. The kind of the 10 x opportunity that they love that it was just fun to watch them gain energy and honestly even come back the next quarter and realize they had blown through revenue targets because it was a 10 x opportunity. And when they started focusing all of their efforts on that from a biz dev standpoint, it was just returning quickly on it and, and they were having more fun. And so it was just one of those kind of aha moments, uh, for, for the team. When you just see that. Sometimes there really is some kind of like magic in that you mean we could grow faster and enjoy it more? Like how does that work? You know, and it was, it was really, it was really that moment. So.

Matt Haney:

I love having those moments though. I call'em unlocks where you have some unlock and you're like, I didn't even know that was coming. Or, you know what's always funny? I always find them to be like, at the end of the day, it's like everyone's exhausted. Someone's been sitting on this thing for the whole time, and then they're like. Oh wait, I've got one more issue. And it's like it unlocks the session. You're like, wow, we would wait for that. It's like, if only you would've said it. Two hours ago, we could have gotten So. much further. So I always try to get people, I'm like, Hey, as much prep as we can do, and, and say, Hey, get ready. Like if there's anything awkward. And generally I know these things because you know, I'm having one-on-ones with the visionary, then I'm having one-on-ones individually with the leadership team members I'm like the, uh, you know, the local therapist, they're going to tell me something that they probably wouldn't tell a visionary, or maybe they feel more comfortable or less intimidated or, you know, who knows, whatever. So I always say, Hey, you need to add this to the list so that uh, when this comes up in the quarterly, I don't have to ring it up. Like it needs to be your thought. So make sure that, uh, you're getting it out and getting it there. Um,

Duke Revard:

It's huge.

Matt Haney:

it is huge. Talk to me about accountability. Like what are some of the accountability challenges you've seen and sort of. how does it work? you know, how do you, how do you coach to that?

Duke Revard:

Yeah, so one thing I think as an implementer, everything that we do in the session room, I just have to assume happens outside the session room. And so as implementers we'll get really, really, uh, strict on the purity of running a really great meeting and running a really great day. And so, yeah, you start to see people on cell phones. Uh, you start to address it immediately because we just say, Hey, if everybody in every meeting extrapolated out every week from now on was half distracted on the cell phone. What's that costing the company in terms of productivity, in terms of bringing our very best ideas to the, to the meeting, our very best contribution. And so, um, it's sometimes, uh, just important to tell'em, Hey, I'm a coach. I'm just gonna assume if you're breaking anything fundamental. Anything that's not helping you build a better company, any habit that honestly, if everybody else followed, would be worse for your company. Not better. I'm gonna call it out and not because I'm a tweaker, not because I like, enjoy,

Matt Haney:

Confrontation or, yeah. Yeah.

Duke Revard:

Yeah. But this is the, this is the vantage I have in your business, and so let's form as re as best, and as pure of habits as we possibly can when we're together. And then let, and then consider if it wouldn't be better, if that was always the case in every meeting from now on, and, and if it would be, why don't you install it? But now with the credibility as a leader saying, Hey, I'm doing that too. I put myself on an airplane mode, or I do whatever I gotta do, uh, to really be fully present here, I'm gonna ask you to do the same thing. Um, so yeah, it's just, there's discipline all the way down and just paying attention to individuals, individual leaders, and then even the culture of the team. And addressing the things that you think are not helping them build a better company. And then of course, you have the tools themselves. So it's not uncommon for a client to really not understand the power of, let's say, a score, a really good scorecard, not really understand the difference between sometimes tracking metrics and tracking them every week in an L 10 and propping down and finding out why something's off track. But what's fun for me, Mattis, it usually only takes about. You know, six to eight weeks for them to absolutely get it and to be completely convinced. And then even some of the most resistant parties end up being the biggest spokesman for EOS or for a scorecard because they start to see the difference. When, you know, you measure it, you come back, you find out why something's off track, and you actually solving it, getting someone on track, coaching them up, supporting them, finding out there's not enough training or there's not enough, uh, support, or they're, they're being pulled into many directions. They don't have time to work on it. A lead measure

Matt Haney:

always tell people it's rare. Is it somebody that's just not operating and not executing and just being sort of. Oh, belligerent. The term that comes to mind, they're not being, but they're just, ra. Rarely are people just being, not being, they're not just like being stubborn. They're not being just difficult, combative. It's just like, Hey, I don't, I don't know how, and I don't know how to say that. I don't know what I'm supposed to do, and I don't know how to say that. I think I'm doing it and I don't know how to ask you what. Success looks like, or most people. So it's interesting you say that because I, I don't ever, I rarely do I feel like someone's just trying to be a pain in the neck and not do it. So, um, one of the things we did in the last session I was with, with the local implementers, we, you know, during the tool section of a quarterly, we, we dug further into LMA and. Man, when, when LMA came up in this particular team, I thought, oh man, that's probably not the tool that I would've picked. But it turned into an incredible discussion. and I think using, and I keep thinking quarterly'cause they're on my mind, but using that tool toolbox and really expanding on one of those and having conversations with the team about what we're gonna dig into on the toolbox and ahead of the quarterly just gives people, in my, my experience, a a much. You know, better time to prepare and, and be in tune and aware. So, and then LMA, you know, lead, manage accountable, like, and keeping people accountable to it. And I also feel like it bubbles up that stuff to the surface and, and opens the conversation.

Duke Revard:

Uh, absolutely is, and if people aren't not familiar with LMA, the the Great Boss book is in the US Library, I think it's absolutely phenomenal. Like a lot of things in us, it's super simple that someone might look at it and just say, it's too simple to be helpful. But then when you actually run a team through the five leadership abilities and the five management abilities, even leaders that I deeply respect and leaders that have MBAs and leaders who have gone to Townsend Leadership Institute and have gone and done all this stuff and are readers and are. Super conversant with their, with their industry and whatever you, you really, when they go down and score themselves on the five leadership abilities of the five management abilities, they're like, eh, 60%, you know, I'm not doing this stuff. I'm not, and it, and it's like probably like good parenting or something. It's like, I know what I'm supposed to be doing. I'm just not consistently doing the thing that I know. And when there's a little bit of accountability even around that, as simple as it is. You see? Yeah. So much more accountability driven by leaders who just consistently follow through on providing the support that, you know, and the leadership that they're, the direct reports need and the management and accountability that their, uh, direct reports need. And then all, you know, kind of all boats rise. So yeah. Huge fan of that book. Um, and, and what's, what's interesting, Matt, is you'll talk, I'll sometimes poll the audience, and just ask particularly if I have a younger team. If I have some folks in their twenties and thirties on the team, I'll just say, have you ever had any leadership training? No. Have you ever had any management training? No.

Matt Haney:

So, hang on, I'm gonna jump in. Where do you go with that? I mean, someone looks you in the eyes in their leadership position and they're like, I've never let anybody, you're like, Ooh,

Duke Revard:

Yeah, they're generally pretty honest. So typically what happens is they've been promoted to leadership, they've been promoted to management. Nobody came along, came behind that, and actually gave them even a basic framework. So they're just kind of winging it based on like what?

Matt Haney:

I always say promoted by tenure.

Duke Revard:

Yeah, yeah. Or war time or somebody quit or whatever, or they're, they're good at their job and they, they, they've earned a lot of trust for leadership, so they got, they've gotten moved up and yet they just don't have really, what they have is a composite of May, hopefully their best couple of bosses they've ever had and whatever their best bosses did that as best they can remember on some interval. They kind of try to. Shoehorn that for a while. Uh, maybe they are reading a little bit, they're trying to think through it. But when you can hand them something very simple like LMA or the Great Boss book, and they could just have a very simple, that comprehensive framework all of a sudden. They immediately level up just by having clarity about what is my job as a leader to, if I have somebody who's looking to me for that, what is my job as a manager? If somebody's counting on me for that and they instantly level up, and it's kind of aim small, Ms. Small. Now that I know what I'm trying to do, I'm so much more likely to actually do it

Matt Haney:

Now that I know what accountability looks like, most times, like I said earlier, people will do that'cause they want to do that. They want to be successful, they want to do what's best. They don't just, uh, choose to be, you know, you know, absent.

Duke Revard:

Absolutely.

Matt Haney:

what else can we talk about? Tell me about what you do outside of work. What are some of the fun things you get to do when you're not. chasing teams around? Uh, quarterly sessions and planning 90 days out.

Duke Revard:

Yeah. You know, I, uh, I do a lot. My, my girls, I've got 19, 17, 15-year-old girls, so we're still in the, a little bit of sports. We're wrapping up you the last couple years of high school. So volleyball, we've done a lot of club volleyball. Before that I was soccer and, you know, all the, all the sports. So a lot of my energy was just spent in sporting events with my daughters and enjoying that. And love to hike. I've lived in some cool places. My wife and I lived in Portland, Oregon. We lived in the Bay Area. still living around Texas, like to get out and, and hike where we can. Uh, grew up in Arkansas, it's, there's, there's a lot to do there as well. But, uh, you know, probably the thing I, I enjoy doing, we have a family ranch out near, you know, Hamilton, HighCo area and, uh.

Matt Haney:

Oh, nice. I know

Duke Revard:

I love to, uh, I love to cook on cast iron outside,

Matt Haney:

that's,

Duke Revard:

ago just cooking out over the fire and it's, it's fun on a Saturday morning to get up way before everybody, you know, and just get something ready and cook a kind of a slow, it's kinda like a three hour process, you know, to do it.

Matt Haney:

what's your go-to you cooking over, over open coals In the fire or you, Yeah.

Duke Revard:

So I'll make the fire, you know, get'em to where the coals are ready for. For cast iron, I have a really big, I don't even know if it's 17 or 19 inch, uh, you know, cast iron. Usually

Matt Haney:

it A lodge.

Duke Revard:

it is a lodge.

Matt Haney:

have a lodge. It's, it's literally I could go get it off my stove and bring it in here. It's my favorite thing to cook on. It will be around for generations, and I've, I've had several other skillets, but I find the lodge to, it's just great.

Duke Revard:

It is. Yeah, no, it's excellent. So yeah, I love to do that. Get, you know, thick bacon, HEB bacon or something, and, and sausage, spicy sausage, and, and then you get, you know, plenty of fat and then you start going with Yukon gold potatoes and like, uh, there's a, there's a whole,

Matt Haney:

Is it like a scramble you're almost making

Duke Revard:

uh, it's usually like some kind of, you know, Texas, it's some form of like, something you could put in a tortilla,

Matt Haney:

Love

Duke Revard:

know,

Matt Haney:

we, we eat tacos. All the time. And, uh, it's so funny, I I, I've lived in Texas my whole life. I've, I've moved away for four years and then came back. But one of my favorite things to do is when people come visit is show them all the different ways you can, you can eat a taco and the different things you can put in it. And my new obsession is the griddle. I don't know if you have a Do you have a griddle plate for the fire? Okay, so I got a new range and I have the griddle built into it, and I was back and forth. Do I really want the griddle? I don't know. But the reality is I love the griddle and now I'm obsessed. And then, um, but Yeah. I you use that. your lodge some, some ready to go coals and I don't know how you regulate the temperature. It's gotta get really hot.

Duke Revard:

Yeah, it does. So I have a pretty large fire pit and then you can, you can move the track. It's like a movable track that's a sitting over just like. Wire frame, and then of course you can move the, um, move the still around. I've got a lot of thing, and then I've got a little, uh, infrared thermometer, so you can, you can get a pretty good idea of where you are on that so yeah

Matt Haney:

That's fantastic. Well, um, Yeah. so, uh, let's talk a little bit about Sinclair Ventures and what we do. And I'd love for you to ask any questions and, and tell you sort of,'cause you are not familiar with me. And I'm familiar with EOS implementers'cause I work with a lot of'em. But I do like to use this Tom, to talk a little bit about what, what being a fractional integrator is. And, you know, majority of our companies or clients have never had a second in command. They've never had a COO. Um, they may get to the point where they're realizing they need someone else. Generally there's something that happens with the, the integrator or the visionary. The visionary says, you know, I've done this to a certain point. I don't know what next steps are. Uh, and that comes up in a quarterly in some way. And an implementer will call us and say, Hey, I've got this, this client I've been working with, and they're not quite ready for a full time, but they think they are. Or there's some metric that's turned red or green. Green allows for free and up of, of cash flow sometimes, and red is like, we're just not moving things forward. So an EOSI would say to, hey, you know, interview us or, or all the different fractionals out there that you could find and, and bring someone in to help with those days. The 89 days, as I say the, the 89 days in between the quarter. Where you need someone to help drive accountability and execute rocks,

Duke Revard:

Yep.

Matt Haney:

that allows us to have a lot of time. We come in on a weekly basis, facilitate the weekly L 10, have one-on-one leadership team meetings with generally each of the leadership team members. Sometimes we'll go out a little further and work with one team down if it's a bigger organization so that we can just instill best practices for EOS on a weekly basis.

Duke Revard:

It's huge. No, it's so, and this is, you've probably heard this from other implementers, Matt, but my, I'm always trying to find my inside man or woman inside the org who's gonna help run EOS Pure. And it's usually the integrator. I mean, spoiler alert. but when a company does not have that, having a, a fractional who stands in is a huge. Win for, for the implementer because, well, the last thing we want is somebody doing a very, very half baked, half implemented EOS and then walking away saying, EOS doesn't work. Um, it worked for us. We tried it and you realize like, man, this was like a 30% like version EOS. So having somebody who gets the system who can run the system and, and honestly from the inside, you know, purely execute on the tools, even teach, and I'm sure you do in small ways and big ways, teach things that were not clear or that they're. They, they forgotten. They heard, but they forgot, and they need the repetition of, and the reinforcement of it. Um, and then, and then the team, of course just starts to get the tractions starts getting momentum. Um, so yeah, whether it's a full-time implementer or integrator rather, or a fractional, that role is so critical for the actual pure implementation of EOS.

Matt Haney:

Yep. It's also just I, having a different person in the room facilitate using. That's what's so great about working with an neo OSI and implementer and, I always say to folks is like, I'm not good at the whiteboard. I want the, the implementer to be at the whiteboard, helping drive through the vision, and I like being a participant of it. I, I don't lead quarterlys that, I leave that to the, the folks that, that, that are best at it. But when you're in the room facilitating it quarterly. It's so different than when you're working with a client who's self-implemented. Simply just because you have reps, you have experience, you've done this, you've seen it. You know when to bring us back in. You know what tool to talk about I equate that to. You know, how we run our L tens on a weekly basis is that we've just done it so many times. You're going to get a different experience that's going to impact you. And as a fractional, my job is to work myself outta work. That's my job is to replace myself or promote from within and train someone to, to sit in the integrator seat. So having a person from the outside me or you in this case, helping facilitate, makes a big difference. And then what you'll see. Is those people that have, you know, promise or the prospect of being the, the integrator. They watch and model how we implement and instantly they, they level up because they didn't have access to someone until we came in. That gave them that aha moment that they said, I can do this. I can Absolutely. do this. so it's a really special thing to build these teams and work with them. Another thing about being a fractional that's really impactful is that my job and my relationship with the visionary is different than anyone else's because I'm hired on a month to month basis with no contract. If I deliver, I get paid the next month. If I don't deliver, I don't get paid. Very clearly set up front with the visionary is that I'm not here to tie someone into some big long-term contract. I'm here to deliver, and if I'm not delivering for you, then I don't need to work for you. It's, we're not the right fit. So given that dynamic, I get to have a very unique perspective with the visionary. Think about it. I'm the only person in the room that he can fire and has been told from very beginning, I'm not gonna be here forever so I don't have to sell him, um, on, on why I'm gonna be there and how I'm doing my job. We just let the data and the delivery of rocks, you know, speak for that.

Duke Revard:

I love it. I heard a, a guy say recently he has multiple companies running on EOS and has grown quite a bit, uh, as a result and is now out there selling EOS all the time to other business owners. But he said, you know, it's really a blue collar MBA. Um, and I think the combination that you're describing of a professional implementer plus even either an internal integrator who's trained or a fractional integrator that partners, I think, I love the idea of you and I as like the boosters on the space shuttle, right? It's just, man, we're just gonna get you totally up and, and where you want to go, and then we're gonna fall away and you're gonna be fine. You're gonna motor around, you're gonna get where you want to go. Um, but it's, it's such a cheat code in a way to go, Hey, this isn't a bunch of books. This isn't going away to school for two years. We're gonna get right in the business right now. You're gonna start to see some gains in four to six to eight weeks that are immediate that you can feel and we're gonna build until the flywheel's just spending and all your internal people can teach it as well as I

Matt Haney:

And then boop.

Duke Revard:

they're gonna take it.

Matt Haney:

Yep, that's exactly right. And just that discipline, that change in pace or the catalyst moment, uh, is great for people. one thing before we hop off, tell me about operating. What, what softwares are you seeing with your clients that are using EOS and sort of what's your, you know, your own special favorite. Some people like Ford, some like Chevrolet. What's your, where do you go to?

Duke Revard:

yeah. Um, you know, I happen to, I, I definitely give my clients the choice, but I explain the value of them using 90. So ninety.io and as an implementer, I can see over the, I can click through all of my clients in a single user interface. I get an email every day. I've gotten three or four today of L tens that wrap. I see how many issues they work through. I see who is there. I see the rating. You know, it's always fun, you know, once you know, you know, it takes some time to really nail an L 10, but once you see the first 10 all the way across the board. Text my team a Mary Lou Rutten, like meme, you know, sticking the land, the perfect 10. And, and, and it, and it's just a, it's a, it's an exciting moment to realize, like, they're like, we just ran a really great meeting and we all agree. Like we just nailed that. Um, so it's just fun for me to be able to have you mentioned that eight to nine weeks in between quarterlies for me to have a pulse on that. Um, if I, honestly, if I see a four across the board. If I see some tr like train wreck like signs, you know, I'm probably calling the visionary the integrator that week and going like, I'm just curious What went on with the L 10. How are you doing? Especially early in the journey when you can intervene quickly and often. That's an important moment to like if especially the integrators really perfectionistic and they're really trying to throw the needle and they wanna do a great job. And, and it's kind of hits their confidence a little bit'cause they're leading the meeting and they felt like it went off the rails or whatever. Just to kind of quickly find out IDS that, you know, let's, let's figure out what went on. Like what do you, what do you need help on, support on coaching in the moment. so that kind of stuff is helpful. So I, anyway, for that reason, I just like 90 as a single source of, of, uh, you know, clarity for me. Transparency for me, certainly I've got clients who run it for a while. The other thing is that, you know, the, the L 10 meeting is on bumper bowling. You know, it's, you start the clock, you start the meeting, and it's giving you a shot clock and then it's showing the outline so you don't skip something. Uh, and eventually I've seen'em migrate to Monday or migrate to some other tool that they're using and build it out in there. Which I'm like, that's great. Um, I, it, it's just, I want, I want, I wanna know that you've gotten 8, 10, 12, 15 really pure reps, and then take off the training wheels and, and run and

Matt Haney:

Yeah, man, I've got clients that have used it for 3, 4, 5 years. Still love it. Um, but I, I do, I'm a huge 90 io, uh, advocate as well. And, and there's, there's some selfish reasons, but because I can run, like you said, run, run down through everybody and see it that way. But also, one of the things I really like that I would encourage you to see if you're not using it is. Is look at the analytics and go look at percentage of to-dos and, and on time versus, and really use that as a conversation starter during the quarterly that says, and then it's always this, oh, well, this, or, oh well, that or whatever. It's like, No. no, let's, let's challenge ourselves to, to set a, a rock for the, for the company to have it be, you know, this percentage this year, this quarter, this, whatever. Um, and I think that also. is something that people, it goes back to LMA, something that really helps them hold them, stay accountable too,

Duke Revard:

No. Absolutely, absolutely. There's no doubt. So yeah, it's a great, it's a great tool and the mobile app just came out,

Matt Haney:

Yes, I haven't, I haven't dug in yet. I've I've, I'm excited for it. And even if it's terrible, it's gonna get better, you know? And 90 does such a great job of continuing to reinvest and, and create. So, well, duke, it's been wonderful having you here. Uh, love to getting to know you and look forward to, to, uh, hopefully seeing you in the session room or seeing you down the road. And just wanted to say thanks for joining us here on the scalability code and, uh, look forward to seeing you next time.

Duke Revard:

Awesome. Thanks for having me, Matt. It was

Matt Haney:

You got it man. Take care.

Thank you for listening to The Scalability Code. If you made it this far, please follow the show on Apple, Spotify, YouTube, or wherever you get your podcasts. Let's get out of the sh*t show together. We'll see you next time on The Scalability Code.