What Role Sales Plays In Scaling Your Consulting Business With Daniel Marcos
Sales Strategies for Consulting Businesses
He shares with us tips on how he gives executives the support and methodologies that he wishes he had in his entrepreneurial journey: being a good leader, successfully scaling companies, and maintaining a high quality of life.
Welcome Daniel Marcos from the Growth Institute to Accelerate Sales. Brilliant to have you here, Daniel.
Thank you, Paul. Super excited to be here.
Yeah, I think our out of all the guests I've had, I think this is what 319 guests-
...you're the one that I've stalked the most. I feel like I know you well, but a lot of our guests don't know you as well... I've been stalking you. Firstly, who do you help and what problems do you help them with?
We believe we don't have a startup problem. There's thousands of startups in the world. In 2019, there were 11,000 new startups an hour in the world, but there's very few scale-ups, very few that are able to go past the one million dollars. Something that Verne and I identify in conversations is, online, there's a lot of great training for startups and really great training for big corporations, there's nothing for the middle. And we want to focus on mid-market companies that want to go from a million dollars to a $100 billion. That's our sweet spot. Indeed, half of the clients that we serve, between one million dollars and $5 million and the other half between $5 million and $100 million.
Brilliant. Look, I know you've got a book out called Impact X and you talk about four stages, how you spread that growth. Can you take us through what those four stages are and what are the key differences in each of the stages?
Let me just do a quick common assessment. People called me and said, "Hey, what's the most important book I need to read today?" And I was like, "That's like going to the doctor and saying, Doctor, give me the strongest medicine that you have". Like, "Whoa". If you go to a pharmacy, they have thousands of different medicines. Same happens with books and with methodologies. If you go to Amazon, there's over two million different business book titles in Amazon. People believe that just implementing a methodology, they never care what stage their company is at. We've been helping companies for so many years that we know exactly the companies have stage one, two or three or four. They have the same issues. They're going through the same problems, same bottlenecks and stuff.
Stage one is one to five employees. And by the way, below the podcast, there's going to be a link for you to download the slides. So if you want to follow this better, go and download the slides. Stage one, it's a startup with one to five employees. The entrepreneur really has to figure out what they are selling, who are they selling it to, like the product market fit, right? And we strongly recommend you to not go above five employees until you don't figure out your product market fit. Today, it's very easy to go and raise a lot of venture capital money and loans, and everything because there's a lot of money in the world. But they don't figure out the model and then they end up losing the company, and owing a lot of money. So stage one, figure out your product market fit before you go to stage two.
Stage two, six to 15 employees, more or less. The idea is to really get the right team. And here, I tell people, "On stage one, you don't choose your employees. Your employees choose you. If anyone is willing to work for you, if they have a pulse, you're so thankful then just hire them. And you hire a lot of generalists because you don't know what you need". On stage two, you understand your business more. You have a product market fit. You have to get the right team to really start scaling your company. And usually, you start getting people that are better than you in certain areas of the business. The second part of stage two is cash. It's when your expenses are fixed and your revenue system or your revenue model is not stable. You have a lot of ups and downs in revenue. And that creates a lot of cash flow problems.
When someone is getting out of stage two and trying to go to stage three, I usually stop them and say, "Hey, going to stage three is a very different ball game and animal than stage two". If you ask me, I believe firmly, the best combination of quality of life and cash is a stage two. Indeed, I've disencouraged a lot of people to go to stage three because they don't understand what is stage three. Stage three is a really, really tough animal. When you're going from a company that you have full control to a company, that you have managers and DPS and all that. If you, like stage one to stage two, let's say a company in the US, usually those are on a million dollars, $5 million in revenue. If you really want to do stage three well, you have to go all the way to $10 million in revenue. If you try to go to three or four, your company is not sellable. It has a lot of drama. You don't have enough margins to hire really good managers. It's a mess.
You go to stage three. If you're really going to build an asset that will have an intrinsic value, and you're going to sell it. Very few people buy companies below $10 million. Indeed, all the private equities in the world, they will never come into a company that is doing less than $10 million rubbing. Your opportunities for you to sell your company, you have to get to $10 million. And that's a no man's land, between one and a half million dollars to $10 million. It's a really, really weird stage. But the people that are able to go through it, really excel in valuation and impact. And most of the companies die on stage three.
Indeed, I was giving this presentation or a presentation on my book a couple of months ago, and one of the entrepreneurs texted me after and said, "Daniel, you explained to me what happened the last 10 years of my life. I had 150 employees. I was doing $25 million in revenue, but I was miserable. I hated my life. And one day I just couldn't do it anymore. I imploded my company. Today, I have 17 employees. I make $6 million in revenue and I'm the happiest entrepreneur ever". If you really want to be a happy entrepreneur, stay there. If you said, "Okay, I want to build a really big asset that I could sell. Great. Go to stage three, but understand that you're going to be in a very, very complicated three to five years where you're building infrastructure, assets and everything. And then you're going to enjoy the growth again". That's why we're trying to build a model to give some guidance to someone. That's an example.
We call it terrible twos of a kid of two years old. That's when they realise they could tell you, "No". They tell you "No" for everything and they want to go their own way. We know that stage, but no one understands that companies have those kinds of stages, employees have those stages in the company. So we're building a model to give a 30,000 view to entrepreneurs, to really understand the challenges they're going to go through and what they have to do to take care of them as fast as possible to go to the next stage.
Yeah. Brilliant, I think stage four is dominate what, 250?
250 and more, correct?
And that's all about... Really, once you pass that, now you're a player in the market, it's a competition one to one with your other competitors. And now you're in a spiral, opening new divisions and things like that. That's stage four.
Yeah. I know you talked about market share. It really becomes about claiming market share and it depends how much the industry is growing, but often that's market share lookup. I love that. I love how simple it is, but the context it gives... And I know I've been in business 10 years and we, certainly from the startup, we want to build it, hoping that would come and we all know how that works. Yeah. And look, I'm in stage two and... I'm sort of between one and two, to be honest, because of my health. If you're a regular listener, you'd know that, to protect that. And I really love that.
But I have got people that are in the $15 million, they run a more traditional business and yeah, I can see them ageing in front of me. And I'm like, "Really, for that net amount of money that you pull out of the business in cash, like you said, versus all the headache, is it worth it?" It's great to hear you talk about that. If we go into stage two, right, which most of our audience is, and you talk about it's the grow up stage or is it the grow up or growth?
Yes. Grow up. It's a startup, grow up, scale up and then you dominate your industry.
Yeah. Brilliant. In that stage, you say that the most important thing is sales and as you said, revenue can be lumpy, et cetera. What do you know about sales in that stage two that you know many people miss?
The big issue in stage two is your expenses are fixed and your revenue is not fixed. And that creates all the drama on stage. What you have to do there is a replicable sales model. There's a lot of options out there. They all have goods and disencourage but the problem is that people don't commit to one and dominate one. Jack Daly, who is my mentor in sales, said, "Hey, if you have 40 sales agents, everyone believes they have the best sales model, and they run their best sales models according to them". There's no 40 best sales models, there's one. Your job as a CEO is figuring out that sales model in stage two.
Write a playbook. What are the 15 most common objections? Write what's the right answer to all those 15 objections. What's the process? How do you send the email? After email one, if they don't answer in 48 hours, you'll have to send email two. Really, write the playbook of your sales systems that will give you a replicable sales model. If you do that, you're going to be able to control sales according to expenses. And now, you could scale a company. Most companies go to stage three without having that replicable sales model, and that creates a lot of drama on stage three.
Yeah. I hear all the time, referrals got me to the first million dollars. I'm like, "That's great. And look how hard you've worked to get those referrals". But as you said, "That's not repeatable. It's not predictable. What else can you do?" And I know that you help a lot of consulting service-based businesses, all of the people that are listening here or the majority of them. Is there any particular playbook that you see that works more than the other 40 or the other 30?
Today, we use two. One is content marketing. And these, we follow a model by someone called Eben Pagan. Eben has a video on YouTube called, Move The Free Line. Before, you used to give very little for free and then, you wanted to charge all the rest. The free line was here. People said, "No, you have to move the free line, give a lot for free, and then charge a really big premium for whatever you charge".
We have a lot of content online. As an example, if you Google the word BHAG, we're number one, we're higher than Jim Collins in BHAG. We probably get a thousand downloads of lead magnets every month for that. Getting to accept that we have to do that. And then, writing the right blog, article, video and everything around BHAG to dominate the world. It probably cost me $10,000. And it's one blog article with one video. And over everything, it cost me $10,000 to build. But it consistently brings me around a thousand leads a month, right? That's the importance. In content marketing, how many videos are about BHAG online? It's probably 200 or 2000 on YouTube. To be the number one, it's really expensive. It has a formula, you have to understand keywords and SEO and the quality of the video, you have to script the video. Incredible, what you have to do to get it done. But once you get it, it's replicable, consistent, that's why.
The second one is paid marketing. People follow affiliate marketing and referral marketing, and all that. And it's great to start, but it's not consistent. I want to have a model where I invest a dollar in marketing, might get three dollars in revenue. You have to build funnels that are very, very optimised. That if you said, "Hey, I want to do a million dollars in the month of May. How much do I have to spend on leads?" And by the way, we know as an example on scaling up, the most buyers are in our third launch of a class. They usually participate in two launches and they haven't bought. They buy on the third launch. So I have to start spending marketing today. For revenue, I'm going to have it in February next year.
Now, we know our business that well, that we know that if we don't get X amount of leads on quarter one, we're not going to have X amount of sales from quarter three. That's what it takes. If you sell a $50 product, people are going to be more impulse buying, and they're going to buy on the spot. If you're going to sell a consulting for $5,000, %$10,000, 50,000, $100,000, it takes three to six months of a sales process. So in stage two, you have to understand your sales process. You have to understand your funnels, the volume, the conversion rates, everything. So you could really be able to scale and say, "Okay, now I'm going to raise $10 million of venture capital to inject and get a million leads that is going to get me to $10 million revenue in two years".
Yeah. Brilliant. And look, I know for us, LinkedIn posting in particular has been incredible. I've had over three million views post my transplant. It's really turning the business around. Last night, I wrote a 15 minute post and it's an app that I've built up, right? So it takes time [crosstalk 00:14:35] to get that. I know, you talk about being deliberate and having deliberate practises. I'm being deliberate in posting, but it's 27,000 views as of seven hours post to post. I also do think that LinkedIn is a great way to leverage your content as well. And the people you're coaching, had success on LinkedIn?
Yes. The only issue with LinkedIn compared to YouTube, people don't go to LinkedIn and search for an article. Usually, find an article on your feed. We have to post the same article several times. Indeed, we know we have 10 articles of scaling up as an example. We have scaling up online, we teach scaling up online, that's one of our classes. Every time we run the scaling up class, we post the same articles again, every two or three days in the three or four-week campaign. We know the articles, we have them already in the blog. We'll have to repost them because [inaudible 00:15:41] explanation tied to the news of the day or the flavour of the day, to get people to react to that blog post. Most of our leads come from LinkedIn. But we have to repost consistently.
Yeah. Okay, great. And around conversions, right? Let's say we've got your leads happening, which you've given a great explanation of those two key things, the content and the paid. Then, on conversions, I'd love to know, from you, some of the best funnels, is it... For example, we use a three-step process, a short qualification, then a discovery, and then an investment call. What about from your perspective? What have you seen work best from a conversion point of view?
Usually, when we give you a lead magnet that you download something. We ask you, "How many employees do you have?" And that gets you on a different stage. Because we know the challenges each one's having on each stage, we could do the right followup. If someone is on stage three and four, we should send them a lot of content. We don't try to sell them anything. And we invite them to a consultation call or a sales call.
If they're on stage one, we immediately sell them, send them to the edge that it's a membership of $100 a month. We give them content, but we immediately send them an offer. If they're on stage two, we should send them to scaling up, to the masterclass that we launch four times a year. We know, depending on the stage, what's their biggest pain and we have a funnel designed for that. Indeed, I'm having a webinar with Ryan Levesque. I don't know if you know Ryan Levesque.
Yeah. The ASK Method? Yeah.
ASK Method. We have a webinar with Ryan next week [inaudible 00:17:28] clients. We use a lot of ASK. And indeed, let me tell you a quick learning. All our messaging was scaling, scaling, scale up, scale up, all about scaling your company. With time, with asking questions, our clients, we realised people that came to us, it was not to scale, it was how to reduce drama while scaling. They were saying, "Hey, I'm growing really fast. I just have a lot of drama. Everything depends on me. Help me get freedom from a company". We get more clients wanting less drama, that clients that want to scale up. We had no idea until we started serving our clients. That's when we realised what was the real trigger that gets them to come and buy.
Yeah. I love that. I think that the subtitle of the book is... I've got it here, just so I make it right. It's 10 times the impact with half the drama. I'm assuming that's taken from the ASK Method. And to be honest, we do quite a bit of that on outreach, where you effectively to validate any new offer to have a 15-minute call with people and go through some of Ryan's questions and his process to make sure that it's in their words, not yours. I think that's a really powerful thing.
Well, look, Daniel, I could talk to you forever on this topic. I suppose the last thing is just on... You talked about masterclass and webinars, right? I often joke that people are still selling offline, online, right? They got a foot in both camps. For you, what's been your experience using webinars and masterclasses to help you grow?
All sales start with a phone, with a webinar or something online but depending on the purchase. Someone that is buying up to $500 to $1,000, they're willing to put their credit card on a form or whatever. Any purchase of $3,000 to $5,000, or above, has to have a person on the phone. Very few people buy something above $2,000 or 3$,000 without having someone on the phone. In the Growth Institute, we get probably 20,000 leads a quarter of new leads. Because we survey them, We know what stage they're at and get the idea, and we follow them and ask them for a phone call. We know where they are on the stage.
We also use HubSpot that... We give some points and say, "Hey, if they saw a blog post give them five points. If they saw a second block was even five more. If they come to a webinar, give them 30 points". We tell the system when someone has above 80 points, trigger a phone call. The sales agent gets an email and the client gets an email or potential client gets an email, say, "Hey, get into a phone call". But the sales agent said, "Hey, he saw one webinar, three blog posts and all their calls". Now we know how [inaudible 00:20:35] a client is and how many times they have interacted with us, how many emails they got, how many emails they open and click. That gives us a ranking or a number. And that determines how we follow up with you. If someone is above 80 points, immediately gets a phone call.
Yeah. Brilliant. A lot of people say, "Look, I struggle with sales", right? And I think what you're learning from Daniel is that it is a predictable system. You just take one of these concepts and implement it in your business. Right? And particularly, if you're in that grow up stage, I think you're going to have so much value in this. Actually, one other quick question. I know you say that lawyers make the best CEOs. I'd love to know why lawyers make the best CEOs? And also, who makes the best salespeople?
All right. Let me go to lawyers, then I'll go to salespeople. Jim Collins, when he wrote his book, Good to Great, he explains everything that was happening for the company and he gets a lot of questions saying, "Hey, what about the CEO? Who are those CEOs that scale companies from good to great?" He does some research and he realises that the most CEOs of the companies, when they went from good to great were lawyers. And Jim said, "But I hate lawyers. I was expecting them to be chemical engineers or electrical engineers". He was expecting this engineering thing or a business major or something, and it was lawyers.
He goes down the rabbit hole to really understand why lawyers. And he realises that, a lawyer, usually a lawyer that you hire as CEO, they could not tell you what to do. They say, "Well, the law says this. But I'm here to help you not to break the law, but you could do whatever you want. If you want to break the law, I cannot stop you. But my job is to guide you on how best to bend the laws, to be able to do your business". But they said, "I know less than you about your business. I'm here to coach you, but you decide. And then I'm there to fully support you in the process". That's what makes a great seal you.
And usually when they become CEOs, because they don't understand the business, they trust their team more. And then, they coach their team more, said, "Hey, what you said is great. I will help you". And then, they coach them and help them be successful. That's why they become most of the best CEOs, because of the coaching habits that they have.
People that really know how to read numbers and trends. This is going to sound a little bit controversial. Salespeople believe that them talking and having charisma is going to be great. No. The ones that follow the best process win. And you need to have a salesperson that is willing to follow a process to the tee. Jack Daly always tells me this. He said, "The best sales agents are the ones that answer your concerns and you feel the answer is unique to you, but the answer is canned. Every word, every accent it's practised". And that's why they win in sales, because they follow the best sales process. And that's what's happening today online. But people are doing all these webinars, like you on LinkedIn and the messaging and all that. You're able to scrap the best sales process and having every client follow the same sales process. That's why the online is being so effective, because you don't depend on your executives changing. They follow it, exactly.
Yeah. Look, I couldn't agree more. 18 years at Coca-Cola, I suppose is one of the better sales companies on the planet, that was completely... And it was interesting. Some of the best sales directors were actually accountants because they actually knew the key numbers and they didn't get the emotion ahead of them, the facts that they were dealing with.
And often in sales, one thing that I think is not as always obvious, yes, you can sell more, right? A lot of people selling need more leads or whatever, but one of the biggest drivers is what you actually charge. And if you know your numbers and if you know your pricing, you know your margins, you can make a lot more money with less effort. And that's why... Some people, I say, "Look, you're going to achieve the goals that you want personally, by staying in stage two, the grow up stage. You can stay there by just making sure that you're pricing, your product, right to the right people that will get a great result out of that. And then, it's a whole lot less effort, you for more financial return for you and your [crosstalk 00:25:24]".
I'll tell you a quick story.
Before I built the Growth Institute, I was a business coach.
I had an assistant, two coaches, junior and myself. We're doing over a million dollars in revenue. So I was making a lot for myself and I was taking four months vacation a year. You can do better than that. Now that I have Growth Institute with 10x revenue, with Growth Institute, now were [inaudible 00:25:51] and all that, but I myself make less. I have partners and investors and things like that. I have a salary, so I make less than I used to do before. And I work double or whatever I used to work before. But I am creating a asset that one day, 10 years, or whenever I want to sell it is going to have an intrinsic value, that I'm going to capture a lot of that value.
But as a lifestyle, my wife always said, "I love when you were a consultant. I had the great time. We would travel the world all the time. We have all this space. You have less stress". It's a great... If you really want to stay on stage two, you could make a very profitable stage with a great quality of life balance. So, I encourage more people to stay on stage two than to go to stage three.
And look, if... You talked about a pre-show, the amount of hours used to travel, but... I was a director at Coca-Cola and now I work very hard. I have worked very, very hard for 18 years. And I remember my daughter was very ill. One point, I'm on the other side of the world, my wife's on the phone. Those experiences stay with you. And I think, if you are listening and watching this and you've done your corporate dues and now you're out running your own consulting practise, just don't be too hard on yourself. There is a way that you can have a predictable sales model that can get you a brilliant lifestyle, still make the money that you want to live a lifestyle, but you don't have to run yourself into the ground.
Well, look, I've got to move into the rapid fire section, but before I do, I'd like to talk to you about... We are talking about sales here and I've got a pulse check, which basically goes through the key nine questions. You've got to ask if you've got that predictable sales machine, like Daniel's been talking about. Just go to paulhigginesmentoring.com/pulse. There's nine questions in three minutes. And then, based on your answers using the Ryan Levesque, ASK Method, based on your answers, then I can go on a call where we'll set up a plan, not a sales call, but a plan for you. You're ready for the rapid fire section, Daniel?
Well, let's bring it home. The first one is what daily habits make you successful?
The most important one is the morning habit or the morning ritual. I wake up two hours before my family wakes up and I dedicate two hours to gain energy and value. I wake up, I have a really good cup of coffee. I do some exercise ,I read for half an hour, or just get some learning in my brain and I meditate for a little bit. So by the time that it's 7:00 AM that my family wakes up, my energy levels are really, really high, I'm concentrated, I'm already in a great mood and the state to start giving value to the world. For me, that's the most important habit that you could ever have?
Well, I know your goal is to educate and help a million entrepreneurs, but how do you give back other than through the Growth Institute?
At the Growth Institute, whenever you buy any of our programmes, a percentage of all the revenue that we generate goes through B1G1, this is an organisation that helps other nonprofits and they check who's really adding, doing things well and who spend the money well, and all that. Today, we're supporting a relief fund for Indian kids or kids in India. COVID has hit India really, really dramatically. A lot of kids, they could not go to school, but they don't have computers. They don't have phones. We're donating a lot to help poor kids in India be able to go to school. For us, that's the basics. You could not go to school, then you can not get a job because you don't know math and English, and the rest. That's where we're helping today.
Brilliant. Brilliant. What tech is essential for running your business, other than Zoom and HubSpot?
Zoom and HubSpot are very important. An LMS, we have a learning management system that we build and run. I use Gmail or all the G Suite extensively. All our documents are in Google Sheets and Documents, all that, really, really, really important. And then, my phone, like I could not live without my phone. Just all the apps and stuff. We, of course, all our marketing social media. We're very, very aggressive on social media. We have a lot of followers, throw a lot of content. LinkedIn is our number one, social media source. We're getting a lot on YouTube. I don't know if you saw what happened last year with COVID, YouTube exploded in revenue. YouTube, today's doing 90% of the revenue that Netflix is doing. And just people clicking in ads. It's crazy profitable. YouTube is beginning to be important, today. LinkedIn's still our number one by far, but we're putting a lot on YouTube.
Brilliant. Where do you go to get help on growing your business?
We very early realised that every problem or opportunity we have in business or in life, instead of asking, "What do I have to do?" We always ask the question, "Who is the best at that?" And then, I immediately go and read their book. Usually, they wrote a book, they went through the same process like you, some years ago. They find or figure out the methodology and then they write the book about it. The first thing I do is, I get the book and then I take a course with them, go to a conference, hire them to coach me, whatever. But we always find who's the leader in the category in what we need to do and get help directly from them.
Yeah. And I know you've got your own podcast, but I think that's where podcasting is great as well, now.
I love it.
I listened to two and a half times speed, but you didn't just get to know exactly what the person's like before you go to them. So if you are a consultant and you haven't got a podcast or aren't getting on podcast, recommended highly. Although, I-
The one thing you said at the beginning, you said you've gone over 300 podcasts. Just be able to have people on the other side and be able to ask them questions for 45 minutes. Oh, my God. It's an amazing experience. I've learned so much from doing my podcast because I interview everyone. I ask them the questions, get the response, and I'm hearing them. I'm learning all the time. So doing a podcast is great as an outreach, but it's also a great learning experience.
Completely. And you're meeting brilliant people. Like, I'm meeting Daniel now, who I've followed for a long time on the other side of the world. And we're having a great, great conversation. The last question. This is a simple one, but what's some parting advice have you got for us?
Really understand what you want in life and build a business for the life that you want. I see a lot of entrepreneurs that design their business and try to do whatever they believe is the best for the business. And they end up having not the life that they want. So first, build the life that you want and then build a business around the life that you want. That changes everything.
Yeah. Well, look, it's been such a joy listening to you today, Daniel. You've got such a wealth of experiences, I said in the introduction upfront. And yeah, it's just been an absolute pleasure. You've given so many valuable tips. I've filled my sheet here of all the values. I recommend everyone goes to the transcript and really dives into the advice and just take one of those key things to drive sales. But the most important one action that I want you to take, and Daniel said at the start is, go and download his slides to the book. All right? If you go to danielmarcos.co/impact-x-workbook, and we'll have the link, obviously in the show notes as well. But if you don't want to wait, I'd recommend you go and do that right now. And then also, share what you've learned from that to Daniel. I know we'd love to get your feedback. Daniel, absolute joy having you on today.
Thank you very much for that great pleasure.
Thank you. Bye.
Welcome to the Accelerate Sales Podcasts. If you're a first time listener, I hope you enjoy the podcast. And if you do, please subscribe. If you're a regular, love your feedback, just email me at any time, all the links are in the show notes. This whole episode will be transcribed, but I recommend you take notes because what you're going to get today is absolutely incredible. I actually filled my notepad with all of the information.
Our guest is someone incredibly special. They started a t-shirt business when they were eight, and they ran two ventures during school. Then they left or actually whilst they were in college, they ran a broking firm in New York. And then, in around 2000, they set up an online trading business, which they scale to 85 people. And then, our guests met someone called Verne et, who, if you don't know, is behind Gazelle's scaling up and is the business partner of our guest today. And they've impacted a huge number of entrepreneurs. I'll actually tell you how many in a moment.
Then he went and scaled a business in Mexico. It ended up being the second largest internet business in South America or Latin America, and had over 1,200 employees when it was bought by one of them. I think it was the second largest bank. Then in 2007, was in the prime market in the US and unfortunately, got hugely impacted. Lost over a million dollars personally, had six months of depression, really. It's something outside of his control, but it's certainly made a massive impact on him and his life.
And then Verne came and approached him again and said, "Hey, look, I think you should help me set up another institute". And he said, "Well, I've just failed, had a monumental failure". He goes, "Yes. Those learnings are incredibly valuable for other entrepreneurs". That's where they launched Growth Institute, which is a brand online community. And the Growth Institute has been recognised among the Top 5,000 fastest growing companies in the USA and has over 40,000 members. And is now across 86 countries. What I'll do now is hand you over to the co-founder, Daniel Marcos from Growthinstitute.com.
I'm glad I did so much research prior to the interview. And Daniel's just such an amazing guest. The value that he gave us was incredible. And he's such a nice person as well. It was such an honour to have him on the show. And I hope you got value now. Remember, go and get that workbook, so danielmarcos.com/impact-x-workbook. I think it was one of the best examples of you learning before you go and buy the book Impact X. Also, there'll be all the notes and the transcription and the links as well. So go and grab those. Daniel would love to know your takeaways, right? He did drop so much value. So please, share it on your socials, mention him and give him the feedback for the time and effort that he put into giving you so much value. If you want to make your next million in revenue, as I said, go and fill out the pulse. So, Paulhigginsmentoring.com/pulse. Please, take action to accelerate your sales.
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About Daniel Marcos
Daniel is the co-founder and CEO of Growth Institute, a CEO coach for over two decades, and a keynote speaker on scaling businesses. He is a member of YPO and EO, serves as the Ambassador of Singularity University in Austin, and the CEO of ExO Education in partnership with Salim Ismail.
Daniel is on a mission to give executives the support and methodologies that he wishes he had in his entrepreneurial journey: being a good leader, successfully scaling companies, and maintaining a high quality of life.
In 2012, Daniel and Verne Harnish partnered on this mission and co-founded Growth Institute, a leading online executive education company for C-level executives at fast growing firms.
What was once reserved for a small niche of wealthy companies is now available to all CEOs and their executive teams, effectively democratizing business education and shortening the gaps in professional development.
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