100 episodes

Welcome to Business Built Freedom, the podcast made for business owners who want more out of life and ultimately, build a vehicle of wealth and freedom. We are technologists, owners, forward thinkers, and life hackers, most importantly, we are human and down to earth Aussies. Brisbane based entrepreneurs are interviewed regularly from all walks of life, in all positions of business from greenfield start-ups to long-standing owners looking for exit strategies to retire.
If you want to increase your wealth, better your health and get a residual income, sit back with a beer and relax, unless you're on the way to work….
See how the new kids are doing it, get the time you deserve with the family, gain perspective, direction and stop the business owning you, instead OWN it!

Business Built Freedom Joshua Lewis

    • Management
    • 4.2, 5 Ratings

Welcome to Business Built Freedom, the podcast made for business owners who want more out of life and ultimately, build a vehicle of wealth and freedom. We are technologists, owners, forward thinkers, and life hackers, most importantly, we are human and down to earth Aussies. Brisbane based entrepreneurs are interviewed regularly from all walks of life, in all positions of business from greenfield start-ups to long-standing owners looking for exit strategies to retire.
If you want to increase your wealth, better your health and get a residual income, sit back with a beer and relax, unless you're on the way to work….
See how the new kids are doing it, get the time you deserve with the family, gain perspective, direction and stop the business owning you, instead OWN it!

    143|Creating Awesome Teams with Zoe Routh

    143|Creating Awesome Teams with Zoe Routh

    Creating Awesome Teams with Zoe Routh
    Josh: All right everyone, we've got a fantastic guest. We've got Zoe Routh here who's going to be able to talk to you all about how to better your business. You might be in a position where you're worried about possibly a looming recession, or maybe you're not, maybe you are. Some businesses we have been working with have gone from 30 to 50 employees down to three to five so it's scary times. But Zoe is an expert when it comes to building relationships and making sure the relationships you have with your teams and with yourself are on point. So Zoe, tell me a bit about what you do.
    Get more tips on how to better your business at dorksdelivered.com.au
    Zoe: Hey, Josh, welcome. Thank you. Welcome to your show. I'll welcome myself to your show. What I do is the people stuff in leadership. So as you said that story, some people have gone from 50 people down to three. I'm like, wow, that's very scary. So the kind of work I do is to help leaders manage that kind of process for their people. Not necessarily the massive business decisions around cutting expenses and stuff, but how you actually manage the effect on your people, those who stay and those who go.
    I'm obsessed with helping people enjoy their work and where they do it and who they do it with. And I'm kind of like a navigator, if you like. I believe that leadership is like a wilderness and that you can learn to read the map. So my job is to give you the tools and resources to help you read the people's stuff and the leadership landscape, so you can get to where you want to go faster, easier, and quicker.
    Josh: Cool. That sounds like all the things people need to know, obviously. The big things I guess in business is that your mindset plays a huge part in it. And as you said, people changing from having a 50 person business to a three person business is huge and that can definitely change around the way the relationships and the ecosystem that you would have created over the organic growth or even accelerated growth of a huge team. So would you say there is something in particular you should focus on more than other elements as a priority?
    Zoe: In that particular scenario you mean? If you're downsizing?
    Josh: Yeah. If you're forced to have relationships with four dozen people, not forced to have relationships, that sounds terrible. But you've got relationships with four dozen people and you have to make the decision of who's staying and who's going and making sure you're pulling the ship in the right direction and making sure you're doing the people's stuff right. How can you make sure that you're not stepping over your toes and collapsing into a heap?
    Zoe: Well, there's lots of, I guess, to do. I mean, first of all, its terrible news for the business owner and for the people. Especially if you didn't have a plan necessarily to do that, like it wasn't part of your strategic intent and circumstances are dictating that you have to let people go because of financial constraints. That's pretty shocking. So I think a lot of, first of all, a lot self management around that and a lot of stress management techniques will have to come into play so that you can show up as a leader, calm, cool, and centred and compassionate. I think that's the really big piece.
    So no leader wants to tell their staff they don't have a job anymore. Because we feel for the impact on the people that we work with and the knock on effect it'll have on their families. So showing up with care and compassion is the first thing, first of all, for self, and then also for the person that you need to sit down and talk to.
    I think the next thing to keep in mind is from a mindset point of view, is that as leaders, we always have a responsibility to people, not necessarily for them. Now, this comes with lots of little caveats around it. As employers, obviously we have res

    • 25 min
    142|Updating Hardware When Data is in the Cloud

    142|Updating Hardware When Data is in the Cloud

    Updating Hardware When Data is in the Cloud
    Has the cloud changed how we update our hardware? It's a great question that we're asked. People seem to think that because all their data's in the cloud, they don't need to upgrade their computers and they can just use the cheapest, dirtiest piece of thing that they've ever seen. The truth is, you can't, if anything, it needs to be more powerful than before and the reason is, with all your stuff in a traditional sense, when there was a server that was hyper-powered super duper and it allowed for any of the things that needed to be done, that is where the processing house was and then what would happen is the data would shoot through to your computer and your computer would just be a display for it really. So it didn't need to be that powerful. What's happened now though, as more and more things are moving to the cloud, is all those data warehouses, all the processing is done somewhere else, but they want to get it to your computer as efficiently as possible because the bottleneck we've got is our internet speeds.
    Learn more about updating hardware when data is in the cloud at dorksdelivered.com.au
     
    Internet Speeds Really Matter
    When everything was on your own local network, it was going at what's called a thousand megabytes, which doesn't really matter. Just imagine it's an aeroplane going at a thousand kilometres an hour. We then moved everything from that location into the cloud, especially in Australia where the average internet connection speed might only be 25 to 40 kilometres an hour, relatively speaking. It means that things are actually 20 times slower and just a boot. If you look at the total cost of ownership of cloud infrastructure versus owned infrastructure, it's more expensive and it's 20 times slower. So it's obviously a bad problem to have for these businesses that want to own your data and keep it all in the cloud. What they've done is they've made things as efficient as possible so when they send the data from their location to your location, they want your computer to do what's called rendering and changing it all around to have it available and be seen as easily as possible on your computer.
    You Need More Resources
    But that means your browsers are using more and more resources and there's more and more things happening in them than what were just happening there before with cat videos. So, you need to have significantly more resources because in a sense, all of your computers now are actually little mini servers that are displaying and rendering and doing all this stuff on their end points. So if you want to make sure that you've got a good experience, you really need to make sure that your computers are specked up more than what they were before. Where possible, your internet needs to be specked up more than what it was before. Going to the cloud does not save money at all. Regardless of anyone you speak to, I'll always hold a stance that it will be more expensive. But you've got the benefit that it is also more flexible, so it's more expensive, but it gives you the flexibility.
    Working From One Spot All the Time? Consider Investing in Infrastructure
    If you're running a business from a single location where everything can be held and done in a single location, there's no reason why you possibly need that flexibility if you know you're going to be there for the next five years. It's going to be significantly cheaper still now to buy into your own infrastructure. Having said that, the cloud infrastructure gives you that flexibility if you want to grow from five years of business to a 500 years of business, you can do that and the scalability can happen in a few hours as opposed to having to plan forward these 500 users. So for certain edge cases it is an incredibly valuable platform to be building and leveraging your business from. But as a generalisat

    • 5 min
    141|Amazing Marketing Automation with Avon Collis

    141|Amazing Marketing Automation with Avon Collis

    Amazing Marketing Automation with Avon Collis
    Josh: Everyone out there in podcast world, we've got a fantastic guest for you today. A lot of you've heard me talk about automation and how great that is for your business. What a lot of you don't know is how to implement that or what that can actually do for your business. I talk about it and I definitely get everyone else to go out there and do some research on it. I've got Relevate here and one of their main, main guys here, which is Avon. And Avon goes through all of your emailing processes from start to finish, any of your online campaigns and helps you set it up in a completely automated way. So, Avon, what would be the number one thing that someone should be looking for when automating their online email campaigns?
    Get more tips on marketing automation at dorksdelivered.com.au
    Avon: Keep it human. I think everyone goes automation, it's a bot, it's something that's going to do this wonderful thing for me, but at the end of the day, you're basically just trying to... You're dodging work yourself, talking to all of your customers and having the system do the same. So if you can have it do the same now, one mistake a lot of people make is they try to make a bot sound like a human, when everybody knows it's a bot. So part of keeping it human, is acknowledge it's a bot, make it kind of quirky and funny, but it's still a bot. And then in your marketing communications, just realise that they're going to know, they're going to be able to figure out that this is automated or it's not correct.
    And keeping it human means to me, not trying to talk or sound like a human, but just trying to understand the human process that they go through. So you might change the... Like if someone gets to two emails that are irrelevant to them, they'll often lose focus or change their mind about you. If you can have a number of... The messaging evolves intelligently with where the customer is at, then that's a very clever way to go.
    Josh: Cool. I agree completely. You should never automate the human elements. Automation should be around making sure that you've got a process that works. So the process that works, in my example, would be when the Model-T Ford was developed, that had huge amounts of automation although it had a huge amount of people still doing bits and pieces, it meant that there was a process to go from start to finish to make a car. And that start to finish process had a document that was around it. The same as McDonald's has a document that follows the process, although they might have a machine that automatically flips a hamburger patty over and tells you when the chips are ready, so you don't have to stand there with a timer yourself. It still means that there's an automated process, but they've got the people there to make sure the processes don't break. And that can be that it's the people that are reaching out to make sure that when you're at a certain stage in the funnel or a certain trigger has happened, bring people into the equation. Would that be a fair way of understanding?
    Avon: Yeah, but I would also say it goes the other way too. Like the process is there to make sure the human doesn't break.
    Josh: Yeah. No.
    Avon: I'm sure you've had staff where you go, all right, this is the job, you do steps one, two, three, four, five, six, and seven. And then they forget to do step three, or they can't be bothered, or something goes wrong. So automation helps to increase the success percentage of all the little things that go on in the business that make up the end result. The other thing too is once you've mapped that process out, you've basically got a fixed target that you can make changes to. So if you need to speed it up, slow it down, you've got a baseline from which to modify, add processes in, remove steps if they're no good and you can pull stats and data, where ordi

    • 17 min
    140|The Art of Listening With Oscar Trimboli

    140|The Art of Listening With Oscar Trimboli

    The Art of Listening With Oscar Trimboli
    Joshua: So, we've got Oscar Trimboli here today. Depending on your dialect and he's joined us both on the YouTube channel as well on the podcast. So if you are watching this on YouTube, welcome! Congratulations! If you're not and you're on the podcast, well jump across to the YouTube channel and vice versa. Now that the formality is out of the way, Oscar, tell us a bit about what you do.
    Learn more about the art of listening at dorksdelivered.com.au
    Oscar: G'day, Joshua. I'm actually looking forward to listening to some of your questions today. I'm on a quest to create 100 million deep listeners in the world. So I spend all my days teaching organisations, leaders, customer care teams, sales teams, people who are accountants and lawyers how to listen, and most people aren't conscious of the cost of not listening til they lose a great staff member or they lose a great customer because they haven't paid attention and they haven't listened, so the cost of not listening is project over-runs, projects over-budget or worst still projects that come in on time and on budget but they don't deliver to what people were actually asking for in the first place. So, Joshua, all my day's spent absolutely obsessed with the commercial cost of not listening.
    Joshua: That's cool. I know my dad always used to say, "We're born with two ears and one mouth and use them in that ratio", so listen twice as much as you're talking but I understand you've got a different ratio that you work with, is it the 125-400 rule?
    Oscar: Yeah, I think if we understand the neuroscience of listening that we speak at 125 words a minute, we can listen at 400 words a minute, so we're programmed to be distracted before we even begin. In fact, for some of you, it's happening right now. You've already got bored with me and you're thinking about something else. So you might be distracted by something during your commute, whether you're driving, or on a plane, or on a train or on a bus.
    For most of us, what we need to get better at with our listening is simply to notice when we're distracted. I'm not a perfect listener, far from it but what I do notice is I notice faster than anybody else when I'm distracted in the conversation. Most of us turn up to a conversation with our own radio station playing in our head. We're tuned into our own frequency, so we're not available to actually listen to the other person, so if you know that you can listen at up to 400 words a minute, try and notice sooner rather than later when you get distracted, jump back into the conversation, focus in what's being said.
    Joshua: Cool. I know that I guess you don't know what you don't know until you know what you know and that's a big part of what you're teaching. People are born thinking they can listen, but obviously that's not the case. As time's going on, we're getting more and more distractions throughout our world. I know in the digital world, you can comfortably have 300 to 500 distractions a day just through advertising, let alone hearing your wife yell out or your kids yell out saying, "Dad, come do this" or "Help me out with the dinner" or something like that. "Take the bin out" and you're meant to be doing something else and focusing.
    So, dive a bit deeper I guess into how you ... what's the process there that you go through? We're getting a bit of rain here so if you can hear that on your end, we might have to move location. But yeah, what's your process to keep in check and make sure that your finger is on the pulse and your focus is on the primary ... not on the rain, that was perfect timing by the way. The distraction of the rain. Very clever.
    Oscar: Well, Joshua, here's something we all need to know, listening's our birthright. At 30 weeks, we can distinguish our mother's voice from any other sound outside of our body. At 32 weeks, we can

    • 42 min
    139|Forecasting Your Business Numbers with Leschen Smaller

    139|Forecasting Your Business Numbers with Leschen Smaller

    Forecasting Your Business Numbers with Leschen Smaller
    Josh: Good day everyone out there in Podcast Land. We've got Leschen here from Element Business and Accounting Solutions and she's going to be going through talking about some things that are on everyone's mind, which is forecasting with your numbers. What are you doing in your business? How come so many businesses have collapsed? Where have they gone? Why didn't they save for a rainy day?
    Learn more about your business numbers at dorksdelivered.com.au
    Josh: So I guess, I want to ask you a quick question and that is, what would you say is the benchmark number? How do you work out how much is the right number? Or how do you work out your financial projections and budgeting? And I know I've asked you a mouth, which you can answer in an elevator pitch, but tell me a bit about the voodoo that you do and how you can help.
    Leschen: Well thanks for that, firstly. We operate on a 13-week cash flow and getting those projections for when your cash is coming in and when your cash is going out, it's certainly really important and it's been highlighted through this whole COVID crisis thing. So normally businesses might save a little bit for a rainy day. I think we were talking about that before. You might have six months' worth of working capital to see you through, but this crisis came out of nowhere and I think people have forgotten what it's like and they have forgotten that cash is king. So they need to go back to the planning. And the easiest way to get your breakeven is just to average your monthly expenses for the year and that should give you your average balance that you should have per month. |And you might have three months capital up your sleeve or six months. Six months is actually a luxury, most people can cope with three.
    Josh: So, that would be a little bit industry-specific depending on what you're doing. Our listeners can be anyone from doing yard maintenance stuff to hairdressers and people running a multimillion-dollar fortune 500 company. So what would you say is a benchmark if you don't know what your expenses are? What should you save to start up a business to be able to make sure that you're not going to collapse, I guess or what would you use as your safety net if you can't have that safety net? So to speak.
    Leschen: People say that expenses are unknown but they're not. You know if you're a gardener, you're going to need fuel. You know how much it is going to be to repair your mower, your car, buy a trailer. And so, you need to have at least half that amount up your sleeve for if something goes wrong. But having said that, if you've got people that are just going into a business and they're starting up a business tomorrow, they're not going to have given that any thought whatsoever. Which is fine when they're on their own but as soon as they get employees, whole different ball game.
    Leschen: And then I think you've just got to be a lot more conscious about the money you're spending. And so using this 13-week cash flow, you know what customers you have, you project when they're going to pay you. You know what expenses you have and you put those into your spreadsheet and what it enables you to do is, say you had to pay... Say you had a repair and maintenance that you needed to do but wasn't essential. You can move that out a week on a week that you're not going to get too much income because maybe it was a public holiday or there's a public holiday in there and you couldn't work or you were ill or something has happened that has not allowed you to work for a certain period. You just move your expenses out and you can... It's a really robust tool to help you manage your cash flow.
    Josh: Okay. And so with the 13-week cash flow, I guess you keep saying the 13 weeks, I'm going to ask you a few more questions about that, but is that something you should be co

    • 27 min
    138|Covid Created Customers With Julie Bannister

    138|Covid Created Customers With Julie Bannister

    Covid Created Customers With Julie Bannister
    Josh: All right. Everyone out there in podcast land, I've got a cool guest for us today. We've got Julie Bannister from BforB, and she's been doing some special stuff with businesses for a number of years and several different flavours, and overall, she helps businesses grow and thrive. And who wouldn't want to grow and thrive at a time like now? So Julie, tell me, how would you say we could best take advantage of the current pandemic?
    Learn more about Covid created customers at dorksdelivered.com.au
    Julie Bannister: Hi Josh. Well thank you and thank you for having me on the podcast today. I think obviously we all are online because we cannot meet face to face and that was the whole part of our business. It was face to face business networking. So we had to pivot. I think that's a trendy word just at the moment.
    Josh: Isn't it?
    Julie Bannister: It is. I feel a little bit bad saying it, but we have had to change and we've had to go online. So that is our only option. That's everyone's option is to be online and really to support each other. But I think we all have to realise that it's not the end, it's not that we won't come out the other side of this pandemic, and it's not that we can't also grow in this time.
    Julie Bannister: So I think that is one thing that we really need to be aware of and for everybody to be aware of, and for us to think of ways that we can, and I've seen many of our members of BforB, and other business people just looking at how they can maybe take things online and sell their product online or doing other things so that they can stay afloat in this time and then come out the other side and thrive.
    Julie Bannister: So we've got lots of things that we're doing. That's one thing that I think we all need to be looking at, at this present point of time.
    Josh: Absolutely. Changing around the way that you do business is incredibly important and making sure that you're ready for the boom. And I think this is for some businesses, has come as a complete shock, to other businesses, they've seen this as a bit of a kick in the butt to start doing things a little bit differently. And it's all about just making sure that you're ready. And there's just been a breakneck speed that we've seen people do some of these changes.
    Josh: I guess what you're saying and I'll bring it to an analogy I'm very fond of which is comparing success to a Chinese bamboo tree. So the Chinese bamboo tree you can plant and for the first five years, it grows only very, very small amounts. And then on the fifth year, in six weeks, it grows 80 feet.
    Julie Bannister: Oh my goodness!
    Josh: I know.
    Julie Bannister: We've got bamboo in our backyard and it's been there for about four years.
    Josh: And using what you said as an analogy, I think all of us have some bamboo in their own backyard and one way or another.
    Julie Bannister: Yes.
    Josh: It's about working that out now and harvesting that and planting the seeds now because people right now isn't the time to bury your head in the sand. It's the time to be building relationships and helping people out and making sure that when things come good, you already have that groundwork done. You already know who you know, like and trust and you've already built those relationships up.
    Josh: So that you can then move forward and move onwards and upwards.
    Julie Bannister: Definitely.
    Josh: So anyone that's looking to start a business, this is the most ideal time. And I can say that with a lot of confidence, knowing that Dorks Delivered would start in 2007 as a bit of a side hustle, another one of those words that everyone overuses.
    Josh: And it was 2009 that we had the, I guess, mini-recession in Australia and the global financial crisis. And that was our time that we absolutely boomed. I gave up my day job, turned that into my full-time gig and

    • 25 min

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