How to Run a $10M+ Business in 1 Hour per Week

Summary

In this video, Ryan Dice offers a practical guide to creating a CEO dashboard for streamlined business management. He emphasizes four key principles: simplicity with Google Sheets, weekly tracking for agility, manual data entry for insight and accountability, and aligning metrics with value engines. The step-by-step tutorial includes defining metrics, choosing owners, setting targets, and utilizing a color-coded system for performance tracking, fostering a data-driven decision-making process without complexity.

Takeaways

• 📊 The CEO dashboard is a simplified tool for managing business metrics using Google Sheets, favored for its ease of use over more complex business intelligence tools.
• 🔑 Core Principle 1: Keep it simple. Google Sheets is recommended for its functionality and low setup and maintenance requirements compared to other tools.
• 🗓 Core Principle 2: Track metrics on a weekly basis. This frequency reduces noise found in daily tracking and provides more agility than monthly reviews.
• 🏋️‍♂️ Core Principle 3: Make the process manual. Manual data entry is essential for team members to gain insight and ownership over their numbers.
• 🔄 Core Principle 4: Align the dashboard with the company's value engines. Metrics should reflect the stages and processes of the business's value creation.
• 📝 Step 1: Define metric categories such as Evergreen, North Star, and department-specific metrics to structure the dashboard.
• 🎯 Step 2: Choose specific metrics to track that are aligned with the company's goals and the value engines, with a focus on 3-5 key metrics per department.
• 👤 Step 3: Assign a metric owner who is accountable for optimizing the metric and has a voice in setting targets.
• 📉 Step 4: Set clear monthly targets to define what 'winning' looks like, avoiding ambiguity and setting achievable goals.
• 📝 Step 5: Track and report weekly, manually entering data and adjusting status to reflect progress towards targets using a color-coded system.
• 🟢 The importance of 'scorecard-based leadership' is highlighted, where leaders focus on helping teams execute initiatives to improve metrics.

Q & A

What is the main purpose of the CEO dashboard mentioned in the video?

The CEO dashboard is designed to manage an entire business efficiently, providing a quick and data-driven decision-making tool without causing overwhelm.

Why does Ryan Dice prefer using Google Sheets for his CEO dashboard?

Ryan Dice prefers Google Sheets because it is simple and reliable. Despite having access to more sophisticated business intelligence tools, he finds that they often require extensive setup and maintenance, which can lead to inefficiencies and mistrust among users.

What are the four core principles for effectively using a CEO dashboard as outlined in the script?

The four core principles are: 1) Keep it simple, 2) Track metrics weekly, 3) Make the process manual to ensure insight and ownership of data, and 4) Ensure the dashboard mirrors the company's value engines.

Why is it important to track metrics on a weekly basis instead of daily or monthly?

Tracking metrics weekly provides a balance between the noise of daily fluctuations and the delay of monthly reviews. It allows for timely action without getting lost in minor details and supports agility in decision-making.

How does manual data entry into the CEO dashboard enhance understanding and ownership of the data?

Manual data entry requires individuals to engage directly with the numbers, fostering a deeper understanding and personal connection to the data. This process helps team members to truly know and own their numbers, which is crucial for effective management and decision-making.

What is the significance of having a metric owner for each metric on the CEO dashboard?

A metric owner is responsible for the optimization of a specific metric. This accountability ensures that each metric is actively monitored and improved upon, rather than being overlooked or neglected.

Why is it essential to set monthly targets for the metrics on the CEO dashboard?

Monthly targets define what 'winning' looks like for each metric, providing a clear goal for the team to aim for. This prevents ambiguity and the temptation to revise goals post-factum based on outcomes.

What is the process for choosing the metrics to be tracked on the CEO dashboard?

The process involves defining metric categories, selecting Evergreen and Northstar metrics, and choosing team-specific metrics that align with the company's value engines. It's important to involve department heads and owners in this decision to ensure relevance and accountability.

Can you explain the color coding system used in the CEO dashboard to indicate the status of metrics?

The color coding system is as follows: Green for metrics on track or ahead of goal, Light Green for being slightly behind but with a catch-up plan, Yellow for being behind but with a clear plan to improve, Light Red for being significantly behind with uncertainty in catching up, and Red for being so far behind that catching up is unlikely by the end of the month.

What is the role of the CEO or leader in utilizing the CEO dashboard for effective leadership?

The leader's role is to execute scorecard-based leadership, which involves tracking metrics and asking questions that help the team execute projects and initiatives to improve metric statuses. The focus is on facilitating the team's success rather than having all the answers.

Outlines

00:00

📊 Mastering Business Management with a CEO Dashboard

Ryan Dice, managing 17 businesses within a $200 million holding company, introduces his CEO dashboard—a tool for managing businesses efficiently. He emphasizes the importance of simplicity, advocating for Google Sheets over complex business intelligence tools. The dashboard is a 'company scorecard' tracked weekly, providing a balance between daily noise and monthly latency, and is manually updated to ensure insight and data ownership among team members. The dashboard mirrors the company's value engines, which are visual representations of business processes, and is crucial for making data-driven decisions without overwhelming complexity.

05:01

📝 Building a CEO Dashboard: Core Principles and Steps

The script outlines the process of creating a CEO dashboard, starting with defining metric categories such as Evergreen and North Star metrics, and department-specific metrics. It's important to choose metrics that align with the company's value engines and to assign a metric owner for accountability and optimization. Setting a clear monthly target is vital to define success, and the script suggests involving the metric owner in this process to ensure realistic and agreed-upon goals. The dashboard should be updated weekly with manual data entry to foster a deep understanding of the numbers and to facilitate a culture of ownership and insight.

10:01

🛠 Implementing Scorecard-Based Leadership for Business Growth

This paragraph delves into the importance of assigning metric owners who are uniquely responsible for optimizing their respective metrics. It explains the process of setting monthly targets and emphasizes the need for collaboration between the CEO, department heads, and metric owners. The script introduces a color-coding system for status reporting (green, light green, yellow, light red, red) to quickly assess performance against targets. The notes column is highlighted as a tool for teams to communicate their plans for improving performance. The core of scorecard-based leadership is to ask questions that help teams execute initiatives to turn metrics from red to yellow and yellow to green, fostering company growth and scalability.

15:02

🚀 Executing Scorecard-Based Leadership for Optimal Performance

The final paragraph focuses on the execution of scorecard-based leadership, where the leader's role is to track metrics and ensure the right people are in place to optimize them. It describes a typical Monday routine for the CEO, who reviews the dashboard, identifies areas of concern, and trusts the team to execute their plans. The script concludes by encouraging viewers to download the CEO dashboard template, build their own, and start practicing scorecard-based leadership to drive business scalability and success.

Keywords

💡CEO Dashboard

A CEO Dashboard is a tool used by chief executive officers to manage and monitor key business metrics at a glance. In the video, it is described as a simplified method to make data-driven decisions without becoming overwhelmed. The script mentions that the CEO dashboard, or company scorecard, is manually updated weekly with metrics that are crucial for understanding the business's performance.

💡Google Sheets

Google Sheets is a cloud-based spreadsheet program that the video recommends for creating the CEO dashboard due to its simplicity and effectiveness. The script emphasizes that despite the availability of more complex business intelligence tools, Google Sheets is preferred for its ease of use and the ability to run multi-million dollar businesses with it.

💡Metrics

Metrics in the context of the video are the quantifiable measures used to track business performance. The script discusses the importance of defining and tracking metrics within the CEO dashboard, distinguishing between 'Evergreen' metrics that are tracked continuously and 'North Star' metrics that change based on strategic focus.

💡Manual Data Entry

Manual Data Entry refers to the process of inputting data into the CEO dashboard by hand, rather than through automation. The video argues that this process is crucial for gaining insight into the data and ensuring team members are knowledgeable and invested in their numbers. It is highlighted as a core principle in creating a meaningful and effective dashboard.

💡Weekly Tracking

Weekly Tracking is the practice of updating the CEO dashboard on a weekly basis, from Monday to Sunday. The script explains that tracking on a weekly basis reduces noise found in daily data while providing enough agility to act on the data, as opposed to waiting for a whole month to review performance.

💡Value Engines

Value Engines are the components of a business that drive growth and fulfillment. The video mentions that the CEO dashboard should reflect these engines, and metrics should be chosen based on their relevance to the stages of the value engines. This concept is linked to the idea of mapping out how a business operates to better understand and track its performance.

💡North Star Metrics

North Star Metrics are key performance indicators that guide a company's direction and priorities. In the script, they are described as metrics that change with each quarterly Sprint plan, emphasizing the areas of focus for the business. They are meant to reflect the main initiatives that the company aims to optimize.

💡Scorecard Based Leadership

Scorecard Based Leadership is an approach where a leader uses the CEO dashboard to guide their team's actions and initiatives. The script describes this as asking questions that help the team execute projects that will improve the metrics on the dashboard, turning red metrics to yellow and yellow to green, which signifies progress towards goals.

💡Metric Owner

A Metric Owner is a team member who is uniquely responsible for a specific metric on the CEO dashboard. The script stresses the importance of assigning ownership to ensure that each metric is actively monitored and optimized. The Metric Owner is accountable for the data gathering, reporting, and improvement of their assigned metric.

💡Monthly Target

Monthly Target represents the预先 defined goal for each metric that the company aims to achieve. The script explains that setting a clear monthly target is essential for aligning the team's efforts and avoiding ambiguity about what constitutes success. It is used to gauge whether the company is on track to achieve its objectives.

Highlights

Managing a business efficiently through a single spreadsheet with a CEO dashboard.

The CEO dashboard simplifies data-driven decision making without causing overwhelm.

Ryan Dice's experience managing 17 businesses within a $200 million holding company.

Core principle of simplicity in using Google Sheets for the CEO dashboard.

The inefficiency of complex business intelligence tools compared to Google Sheets.

Tracking metrics on a weekly basis to find the right balance between noise and agility.

The importance of manual data entry for gaining insight and ownership of data.

How manual processes enhance understanding and commitment to departmental numbers.

Aligning the CEO dashboard with the company's value engines for strategic metric tracking.

Defining metric categories for a comprehensive view of business performance.

Choosing specific metrics that reflect the current strategic focus of the company.

The significance of assigning a metric owner for accountability and optimization.

Setting clear monthly targets to define and agree upon what 'winning' looks like.

The process of tracking and reporting metrics on a weekly basis for agility.

Utilizing color coding to quickly assess the status of metrics and initiate action.

The concept of scorecard-based leadership for effective team management and growth.

Actionable steps for viewers to create their own CEO dashboard and implement it.

Transcripts

what if you could manage your entire

business in just 14 seconds from a

single spreadsheet in this video I'm

going to give you a behindth scenes look

at my CEO dashboard I'll show you how I

build them I'll show you how I use them

and I'll show you the metrics that I

track I'll even drop a link to my CEO

dashboard template down in the

description so be sure to check that out

too now if you don't know who I am my

name is Ryan Dice and my partners and I

manage 17 businesses across our $200

million holding company and this CEO

dashboard is how we make data driven

decisions without going insane let's get

into

it all right so before I get into the

CEO dashboard itself showing you how to

use it how to build it how to customize

it there are four core principles that

you really need to understand if you

want to get the most out of this core

principle number one you've got to keep

it simple now as you will see when you

get into it we use Google Sheets we use

Google Sheets and again the the template

our template it is included in the

description but the reason that we use

Google Sheets is simple it's not that we

don't know that they're fancier business

intelligence tools out there we do we

paid for them I've spent many many tens

of thousands of dollars on business

intelligence tools only to go back time

and time again to good old Google Sheets

why because it just works so often these

business intelligence tools require

entire teams to set up and run and the

second one little data feed breaks the

entire system becomes unusable people

don't trust it and it's just a massive

waste of time and space so core

principle number one keep it simple do

what we do stick with Google Sheets we

got eight figure businesses running off

of this this thing trust me it's going

to work for you core principle number

two track it weekly now as you will see

when you get into our actual CEO

dashboard or as we like to call it the

company scorecard template you will see

that we track on a week to week basis

specifically we track Monday through

Sunday and so the way that this works is

my team will come in on Monday morning

and the first thing that they do is they

input all the data for all the different

metrics from the previous week now the

reason that we track weekly instead of

daily or monthly is cuz we found that

weekly really is a sweet spot if you're

tracking daily or or even in real time

there's a lot of noise things are up and

down they're all over the place and and

you can get a lot of false positives and

you can get a lot of false negatives so

at the same time if you wait an entire

month to go back and look at data it's

not really enough time uh to to be agile

to actually take action on the data so

we really have found weekly is The Sweet

Spot track weekly core principle number

three make it manual now this is the one

that I get the most push back on by far

people will tell me they're like oh do

you realize that you could create a

macro that would automatically pull in

this data or do you realize cuz we use

some color coding you'll see that in

just a second do you realize that you

could program it you know inside of

Google Sheets to where you know if

you're 80% of your goal it's yellow and

if you're over it's green yes I realize

all of that and I don't want to do any

of it and I don't want you to do any of

it either this scorecard is manual by

Design and yours should be too and the

reason is when you have automated

scorecards when you have automated

dashboards when the data just magically

appears on the screen then what you have

is data what you don't have is insight

and the difference between data and

insight is when a human being who knows

what the heck is going on actually looks

at that data and goes hm you know what

now that I think about it this is this

way because of X Y and Z if it's not

manual you're not going to get insight

you're also going to find if you don't

ask your people to manually input their

own data they're not going to know their

numbers I promise you across all of our

different portfolio companies I could

ask a marketing leader hey Mr Mrs

marketing leader how many leads did this

particular site get last month and guess

what they would be able to tell me

because every single week they are

manually going into the CRM they're

manually going into Google analytics and

they're manually copying over that

information and manually pasting it into

the scorecard and that manual process is

where they begin to truly know their

data and it's when they begin to truly

own their data and that ownership part

is really really important so when it

comes to your scorecards make it manual

I get it it seems like it's going to be

a giant waste of time I promise it'll be

one of the most high leverage activities

you and your team do each and every week

all right core principle number four

your company scorecard your CEO

dashboard needs to mirror your value

engines now we're not getting into value

engines in this particular video but one

of the things that we do talk about and

I actually cover this inside of the $200

million case study report that I'll also

link to in the description one of the

things that you need to do if you're

going to have a comprehensive operating

system is you you need to actually map

what we refer to as your value engine so

there's a growth engine that shows how

customers happen there's a fulfillment

engine that shows how you fulfill upon

the customers and and these visual

descriptions the these visual flowcharts

of how your business works this really

is the first step don't worry we'll have

a totally different video on that one

I'm not going to leave you hanging here

but just know that once you have these

done the next thing that you need to get

to before you go and create your

scorecards is you need to ask the

question how do we know that these are

working okay all these different steps

and stages how do we know that they're

working because when it comes time to

actually determining what are the

metrics that you're going to be tracking

well they should be driven by what are

the different stages of your value

engine again uh don't sweat this one too

much this is something that we're

absolutely going to be covering in

another video I just wanted to mention

it here because it is an important core

principle all right so now that you know

what a CEO dashboard is now that you

know what makes ours different and I

would argue better uh from some of the

other ones that are out there let's get

into the actual step by step of how you

can create one for your company so

digging into it right now step number

one is you need to Define your metrics

categories and the metrics categories

are these sections that you see right

here so you can see here we've got

Evergreen uh metrics we've got North

Star metrics we have marketing here you

know what let me be a nice guy and

actually zoom in a little bit for you

there you go how's that so these are the

metrics categories now in general with

the company scorecard we're going to

have Evergreen metrics and Evergreen

metrics as the name would suggest are

metrics that we're just going to track

on and on ongoing basis Revenue cash

collected Revenue per employee maybe you

want to track things like NPS these tend

to be more of the financial metrics that

would just be kind of a a really nice to

have so that's what you see here with

the Evergreen metrics now the Northstar

metrics these are the ones that that for

us at least if you're following our

scalable operating system framework

these are the metrics that are going to

change each and every week and

specifically they're going to change

each and every week when you go in and

you set your quarterly Sprint plan so

each quarter you would go in you would

decide what are the major initiatives

that you're going to track and what are

the Northstar metrics that you're going

to emphasize it's important to note

these Northstar metrics aren't new

metrics okay these Northstar metrics are

metrics that you're likely already

tracking further down on your company

scorecard just with these particular

metrics you're plucking them out and

saying that you want to highlight them

uh then what we typically will have is

we'll have categories based on the

different departments so Marketing sales

uh your product or your programs

Department maybe technology maybe

support those types of areas so that is

step one Define your metric categories

step two is we need to actually choose

the metrics that we're going to be

tracking now Evergreen metrics again

these particular metrics you're going to

decide what do you as a leadership team

want to see I'm giving you ours right

here Revenue cash collected uh revenue

and per employee sometimes we're

tracking NPS it it it really just uh it

really just depends uh the Northstar

metrics this is what's going to be set

when you as a leadership team decide

okay these are the three to four no more

than ideally no more than five metrics

that we really want to focus and

emphasize uh these are three to five

metrics that we're going to look to

optimize by executing certain key

initiatives like like you see here these

are the ones we're going to really

highlight so that's how you pick those

these are going to stick around um each

month typically for the entire quarter

sometimes they'll roll over then when

you get into the team metrics the

Temptation is to go to your department

head and say hey what are three to five

metrics that we should be tracking for

your department and that's a good way to

do it but a better way to do it

especially for like your sales and

marketing team would be to go to in this

case and I'll I'll Zoom out a little bit

your growth engine so if you have not

seen this case study video on our $200

million scalable OS case study I would

definitely watch that again it'll be

linked up in the description but I talk

about here and I also talk about it in

this report about the importance of

mapping your value engines and the

process for doing that but once you have

mapped these value engines it's really

simple to say you know okay marketing

team we're running Facebook and

Instagram ads how do we know that these

are working what are the metrics we

track to know that these are working

this lead magnet this webinar landing

page how do we know this is working

we're look to track things like

conversion rate um people are going to

book a meeting how do we know that

that's working at an acceptable rate

these metrics here should begin to

inform the metrics that you're tracking

on your company scorecard for the

marketing department similarly for your

sales team when you get into um you know

how many people actually attended a

meeting how what was our what was our

close rate how many offers did we

present if you look at this particular

growth engine it will begin to inform

the metrics that you should be tracking

per department now another point that I

want to make is that typically each of

your main departments they're going to

have their own scorecards that they're

tracking that go into much greater depth

this is just what are the 3 to five per

Department that you want to roll up to

the company scorecard to your CEO

dashboard that's what we're talking

about um here and you just continue that

on uh for your product and your programs

team in this case uh you would then you

know you might look at your fulfillment

engine if that's documented so you can

just ask your different team members you

know your different managers hey what

are the three that we should track for

you that's fine but it's a lot better if

it aligns to your actual value flows

your actual value creation so that's

step two choosing your metrics step

three and this is the one that everybody

forgets we need to choose a metric owner

this is so incredibly important if

nobody owns a metric then I can assure

you that metric will not get optimized

so what we want to ask is who on the

team is uniquely responsible for this

particular metric not just the getting

and the Gathering of the metric and

reporting on the metric but ideally

who's the person who's uniquely

accountable for optimizing that metric

so in this case for the products and

programs team at this company Net

promoter score is something that they're

tracking and that's going to be Karly

Greg who is the head of uh client uh

success how many customer wins did we

get right that's also Carly uh what

about the member net gain well that

one's Betty and you could see on and on

and on and on every metric needs an

owner it's not just step three it's one

of the most important steps of all and I

can promise you if you're struggling

with having uh scorecards that actually

matter and with getting those scorecards

updated getting the reporting accurate

the best way to fix it is to put a name

next to the scorecard if somebody's name

is next to that scorecard there is no

ambiguity no questions whatsoever about

who is uniquely responsible step number

four we need to set the monthly Target

so the monthly Target you can see is

right here um as I mentioned before

we're going to track based on weeks so

week one week two week three week four

we typically track Monday through Sunday

that's why you have this remainder

column here but before we start tracking

moving forward we want to identify what

is the monthly Target and the monthly

Target is important because this is

where you decide ahead of time what

winning looks like so no revisionist

history no getting to the end of the

month and saying oh yeah I don't think

we quite did what we were hoping to do

but we learned a lot none of that BS

none of that garbage okay whether

something was good or bad cannot be

ambiguous everybody needs to agree ahead

of time at what winning is and that is

defined by this monthly Target so in

this case with this company how many new

leads and subscribers do they want to

generate well 6,000 in a month so 6,000

is the goal that means if they get to

5,000 they're not high-fiving they're

saying yeah 5,000 is okay but the goal

was 6,000 so we missed how do we get

better if they get to 7,000 they're

definitely high-fiving maybe they're

raising those targets so we want to set

the monthly Target and it's important

the setting of the monthly Target should

be a collaboration between you the CEO

the department head and whoever actually

owns the metric if they own the metric

they should have a voice in the Target

and I can tell you from my perspective

um what what I typically do is I'm going

to push my team just a little a little

bit and say oh can you get me a little

bit more but ultimately if I see

resistance I'm going to say you know

what let's go with your number it is

more important to me that we set goals

that we hit then that every goal be a

stretch I want our team to set goals

that we actually hit one of the most

demotivating things uh to a team is to

set goals and then con consistently miss

those goals so if they're kind of in

doubt they're like ah we might be able

you know you know I feel like we might

be able to get to 7500 leads but you

know I know for a fact we get to 6,000

you know what let's do it let's go with

6,000 let's go with your number so set

the monthly Target step five is simple

track and Report weekly so the first

week of the month you're going to come

in here and you're going to say okay how

do we do for these and again the data

entry on each of these is manual so the

team is going to go and look they're

going to go look in the CRM how many new

leads and subscribers did we get uh last

week Monday through Sunday they're going

to enter this here uh how many meetings

were booked in the CRM they're going to

enter that here the marketing team how

much media spend did we have how many

new subscribers were added uh how many

meetings got booked you know in terms of

the new deals okay we got had had three

Deals what was the at promoter score

last week you get the idea every week

they come in and that's the first thing

for us that they do on Monday now you

could choose to go you know Wednesday to

Thursday whatever time frame you pick

doesn't matter as much as long as you're

consistent that's why you can update the

actual date range here the important

thing is that you be consistent and the

important thing again is that you make

it manual when the team is forced to go

through and actually manually enter this

information they will know their numbers

but we don't just want to manually enter

the data itself we also want to manually

adjust the status and you can see here

we've got green light green yellow light

red and red and the difference is pretty

simple if it is on track or ahead of

goal it's green on track or ahead of

goal is green if we're a little bit

behind but we believe we can catch up

then that's light green or sometimes at

the end of the month as you can see here

missed but didn't miss by enough so we

went ahead and let him stay light green

there now yellow is behind but with a

plan so in this case you can see this

one was behind yellow but with a plan

now when I say a plan what that means is

I want to see some type of comment and I

want to see some type of plan mentioned

here in this notes column so this notes

column is designed for people to add a

little bit of context which is good for

people who maybe don't make the meeting

or they don't quite understand what's

going on but it is essential if you want

to say that the status is yellow when

you're behind you need to have a plan

and that plan needs to be referenced in

the notes column if you do not have a

plan for turning yellow to Green right

or a reason that it will come back that

in that case it's not yellow it is light

red light red is we're behind we're not

so far behind that we can't catch up but

I don't know how we're going to do it

and then red of course is we're so far

behind we're not going to catch up or by

the end of the month if you if you miss

and you miss badly uh it is red so that

is how the color coding comes into place

right and this is where I say is the

difference between data and insight

right data is just looking at this all

these different numbers Insight is

looking at the status and then look

scrolling over over and looking at the

notes column and having your team tell

you exactly what they're going to do to

turn red to yellow and yellow to green

and just so you know that's the key

that's the essence that is what we refer

to as scor card based leadership your

job as a leader when you have one of

these scorecards in place is really

simple ask the questions of your team

that are going to help them execute the

projects and key initiatives that turn

red metrics yellow and yellow metrics

green that is so incredibly important I

hope that you are grasping the

Simplicity of that your job is not to

have all the answers your job is to

track the metrics and to put the people

the right people in the right roles who

know how to turn red to yellow and

yellow to Green when you do that you're

executing scorecard based leadership

when you do that your company's going to

grow when you do that your company is

absolutely going to scale and that's why

I say this company scorecard my CEO

dashboard this is how it's really really

simple I'll show you what I do every

single Monday I open up a scorecard like

this I look around and I see a lot of

green a lot of green oh we got some

yellow over here in terms of the sales

and programs you know I might ask about

that oh wait looks like they've already

got a plan for it never mind if they've

already got it figured out then I'm not

going to bother them with it I trust my

team it seems like uh they they've got

it taken care of so that is how we do it

that is how you create a CEO dashboard

just like the one that we have so your

next action items are really really

simple download the template follow the

steps build your own CEO dashboard your

own company scorecard and start

executing scorecard base leadership I

hope you found this valuable if you did

be sure to like it drop a comment below

uh and also make sure that you watch the

other videos that I have in this series

all about how to create a scalable

operating system in your own business

thanks for watching I'll see you in the

next one