1905 – Unleash Your Business with Matthew Sanjari

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1:06With us right now, Matthew Sanjari. Matthew, you're a business coach, optimization consultant, and the founder of Prime Consulting. You're found on the web at consultingbyprime.com. Matthew, thank you so much for joining us. Josh, thanks for having me. I'm excited for our conversation. Yeah, so give us an overview of your work. who you serve and what you do. Yeah. So I'm a business coach and strategic consultant, like you mentioned. And so I'm working with a lot of business owners, entrepreneurs, and high-level leaders. Anything from getting unstuck, helping them take their next move, scale their businesses, and actually work through some of the key problems that established business owners really find themselves in.

1:45Yeah. And what does that look like? Yeah. So a lot of times that we hop on a discovery call, we'll start to map out what the problems are actually in the business. But I always start with this one question and I always get the same reaction from people. People look at me strange and then they kind of laugh and they have a ghost-like figure. And the response is always the same. I say, you know, if something were to happen to you and you disappeared from your business for a month, what would happen to your business? And every time I get the same response, you know, I probably wouldn't have a business left.

2:14And I tell people, well, then you don't have a business, you have a job because when you stop showing up to your job, you don't get paid. So let's build you a business. Yeah. And how do we do that? We get into the trenches. We figure out everything from job descriptions, workflows, map out ways to build a business that isn't just relying on the owner, that is sustainable and predictable, and something that they can now lean on to be built outside of their efforts. Yeah. So tell me about who you serve, who you work with, who are your ideal clients that you're able to do great things with? Yeah.

2:49So my ideal clients are people that have an established business. They generally already have employees. And oftentimes they either feel stuck in terms of the owner still doing too much in the business, right? That they're very much functioning as an owner operator. And in my view, they should be doing and spending their time on things that are producing revenue, leadership related things, actually growing and developing teams. And so I get in there. And again, I help them to build out those strategic plans. What would it look like? How do we delegate things? How do we delegate things correctly?

3:23Where are we losing money? Where are things ineffective? Where are they just inefficient? And it's in that mapping out process. We draw a lot of workflows. Even though I'm not the most visual person, I found it to be really, really effective. And it's when you do that that the business owner actually will see, they'll have this eureka moment. I can see what's wrong. I can see what's missing. And right there, because it's so blatantly office, we'll start to work on that thing right there. Hmm. What sorts of objections do you get? And I would imagine one of them would be, well, listen, that sounds great to, you know, replace me with three employees, but I just don't have the budget to replace me with three to four employees or how many it would take, you know, to replace the kind of work that I do as the owner.

4:08Totally. Hey, listen, there's two quick answers to that objection. The first is, as much as we'd like to think we're running the perfect business, if we're honest with ourselves, we're probably not. So there's always a bit of bloat, always a bit of inefficiency, which means that money can be created and profit can be increased. So we can always find margin, right? Whether it's automation, delegation, or elimination, asking those three questions. So when we find that margin, that oftentimes will cover the cost of that. And secondly, it's not about replacing the owner. It's about reallocating the owner or the entrepreneur's time on things that really matter, the things that they set out in their heart when they first started the business.

4:46And again, that's generally, I want the owner to be spending time rubbing shoulders, building a network, actually passing on culture to their team. So it's not so much about replacing somebody as it is just reallocating and repositioning them to operate in their gifting. Yeah. And so what does that process look like when you're working with someone? like, how do you, like, where do you begin? Great. So everything starts with a really simple question. And that question is what does success look like for you? Because the reality is if somebody wants to engage a coach or consultant, they have some idea of success or a problem that is overwhelming and they need help.

5:23So when I get them aligned to what success looks like for them, that allows us to create a framework and establish boundaries around what we're building towards. What does the business need to look like? What's that work-life balance going to look like? So asking the question, what does success look like for you and personalizing it is so much more than setting a revenue target. It's also setting, hey, what your involvement looks like. What are the goals that you want to see for your team and for your employees? Do you want to create a culture, for example, that really promotes internally? And you want to see people take that next step.

5:56So it all starts with that question. And from there, we start to map out workflows, right? A to Z of what things look like in the business and what they look like. And we start to engage the team and have them map out processes to find all the inefficiencies and ineffectiveness. And it can sound like a lot and it is, but it all really comes from a really simple question. And that's what does success look like for you? And I'm sure other pushback you may get is, well, no one can do what I do. or no one can do what I do nearly as well as I do. Yeah. And you know what? The owner or entrepreneur may have a great point, but I always use the illustration.

6:36I say, look, it's taken 100 % of your effort to get 100 % of the result. If we can move you to a place where it takes 20 % of your effort to get 70 % of the result, we just created 50 % of margin. So you're right. It may not be exactly the way you want it and maybe nobody can do it like you do, But what could you do with an extra 50 % of margin in your business? Yeah, I think we could come, we could do a lot of good stuff. You know, one of those things might be Matthew sales where, I mean, that's my position. You know, I am doing way too much on the sales side of things, but I guess I haven't felt like it's, it's not killing me, right?

7:18Like I enjoy it. It's, I've got the bandwidth for it. So it's not a hasn't been a huge deal. But I know eventually, again, you know, I want to eventually kind of work this out. But that that's been a tough one, you know, for me to imagine what that looks like just simply because. And I think a lot of especially like your consultants, your coaches, like that might be a tough one to leave behind, you know, when they're especially if they're selling to other leaders to say, well, now I'm going to delegate that to just a salesperson on the team or whatever. And the concern is, well, that could mean an immediate drop in new revenue.

8:03So that's risky. Help me out with this dilemma. Yeah, great dilemma. You know what? I think so often we can think of these things in life and in business as being black and white principles. And to me, it's one of the reasons why I obsess over optimization, right? When we commit to a process, I'm not asking anyone to relinquish 100 % of their tasks or responsibilities in terms of delegation. I think the process we all want to go on is this idea that every three months or every six months, we're continuously, no matter what our role, asking the question, what can I automate? What can I eliminate?

8:38What can I delegate? So even if I can automate 10 % of my sales process, which Josh, you've obviously done so well in your business. If I can automate 10 % more, I just bought 10 % of margin. Maybe in actually sitting down and not being able to work through, I realized there are things that are redundant. Can I eliminate 10 % more? Well, hey, before I ever worry about delegation, if I just made myself 20 % more efficient, that's going to run me great for the next six months. Let's revisit this in six months. Because the truth is, creep always happens in life. It happens in business where if things get added to our plate, we add new mechanisms, new tasks.

9:15And so just a healthy process of rejigging and having an honest reality check is going to allow us to remain effective and efficient as we keep moving forward. Yeah. What would be some maybe case studies or stories of someone that you've worked with? And take us through the kind of the journey of like where they started, the work you did, and then what was the outcome? Totally. So one of my favorite clients, don't tell the rest of my clients, but one of my favorite clients, we started a while ago. they started about$600 ,000 for their law firm in terms of revenue. And we now sit almost a decade later, they actually broke into three law firms and are currently doing just over eight and a half million dollars in revenue.

9:57So quite the jump. And we honestly didn't have any plans for that when we started working with them. But one of the first things we did was again, this idea that, okay, what does success look like? And will success look like starting to work the main lawyer, or the main owner out of some of these responsibilities. And with that owner focused on sales and generating more revenue, well, naturally the top line went up. And so one of the biggest things we did was we started to figure out in the main owner and the part owners as well. Okay. So what are the most leveraging things that you guys need to be doing?

10:3080-20 principle, right? And so let's do more of that. And so we slowly started to offload and allocate budget to the things that were most leveraging, not the things that were most annoying, but the things that were most leveraging, right? And so in his case, that was actually administration. So getting an administrative assistant, even part-time, actually ended up buying him back 10 to 12 hours a week. And we started to go on this repetitive cycle where we started to say, okay, every six months, let's take something else off and not just take something else off because we're not just getting rid of tasks.

11:02We're trying to delegate responsibility. I don't want the business owner to have to stress when they hand that off. I want them to feel confident because we're empowering people. And so we rinsed and we just kept rinse and repeat, rinse and repeat until we were in a place where the revenue grew that we could bring in an operations manager. And the team grew like that. Eventually, we split into multiple lines of business because we found that it was a much easier path to growth. But it really did start with what does success look like, mapping out a workflow and having an honest conversation. You know, one of the things I ask every entrepreneur to do is document how you spend your 40 or 50 hours a week.

11:39And when you actually lay out how much time you spend on things, you're going to find out really quickly what actually gets you a return in your business and what doesn't. Those are the things that we need to allocate and delegate immediately. Yeah. And also, too, Matthew, I would imagine that for most of us, there is likely a lot of systems and technology that we may want to investigate. You know, I can tell you for, you know, over the past year, I think most of us are looking at things that AI can help with and do and do a lot of the heavy lifting. And I can tell you that our output has increased significantly because of AI enabled tools and, you know, tools like ChatGPT and stuff.

12:26But that's also a major, major opportunity. I think if we're looking at how can I free up, you know, if I'm currently working 50, 60 hours a week and that's just not sustainable, you know, I think thinking hard about, wait a minute, is there a technology that could improve this? So I don't have to work. I'm sure you've discovered, found some great opportunities there too. Totally. And, you know, one of the things I always tell my clients and I just tell entrepreneurs and business owners in general is don't do anything knee jerk, right? One of the first things I say is draw out that workflow. When I talk about a workflow, I'm talking how does someone get into your business, right?

13:02From point A to them being a satisfied customer, repeat customer, point Z. Map out exactly what that looks like in all the configurations and possibilities. When you do that and you draw representation, you're going to realize a few things. Number one, is there anything missing on this document that we could be doing better? And number two, if I'm scared about budget or I'm scared about committing to the process, what if there's some simple wins? What if I can automate this part of the sales process with AI? What if I can bring in a tool that automates this part? And now instead of my 17-step sales process being fully delegated or fully automated and that bring all kinds of fears, I can actually go piece by piece because everything that I automate, enable with AI or use a tool for is actually going to get me back my time and my time is money.

13:51I don't know if you ever have a leader who goes, well, wait a minute, if I delegate all this stuff, what am I going to do? I hope not, but I would imagine some people might, that might think, they might think about that. Always. And that's why I call myself a business coach and strategic consultant, because as the consultant, I've really focused on implementation. But as the business coach, when I asked you what does success look like? Well, guess what? That's constantly evolving, right? We never make it. We never get to a place where we have nothing. I'm hoping that that idea of success that you have, it starts to change and evolve as you start to see wins.

14:24And so there's always going to be something for an owner or entrepreneur to go do. It's just a matter of how we reallocate their time. Yeah. Yeah. You don't need to worry. You're not going to be just walking around the house, twiddling your thumbs. You'll find things to do, entrepreneur, as we always do. Matthew, your website, I'd love for folks to come visit you. That's consultingbyprime.com. When someone goes there, what would you recommend they do from here? Yeah. So when you go there, it's pretty simple, but right on the homepage or by clicking contact us, you can get ahold of me, a 15-minute free consultation.

15:03I just love to meet people, network with them. And as well, there's a link on there to my LinkedIn. Love to just be able to connect with people, answer questions, and see if we're a great fit. Excellent. All right. Well, Oh, Matthew Sanjari, again, founder, CEO of Prime Consulting, your website, consultingbyprime.com. Matthew, it's been a great conversation. Thank you so much for joining us. Josh, thanks for having me. It's been a blast.

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