Tips and Strategies for Building Recurring Revenue With Jordan Ross

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Jordan Ross is the Founder and CEO of 8 Figure Agency, a firm that helps businesses scale their annual revenue through better operational, fulfillment, and management processes. Since its inception, the agency has worked with over 700 agencies and helped add $100 million in annual recurring revenue. Before founding 8 Figure Agency, Jordan was an Operations Lead at Amazon where he ran a division with over 800 people.

Here’s a glimpse of what you’ll learn: 

  • Jordan Ross’ transition from Amazon to consulting
  • How to build recurring revenue
  • Tips for maintaining quality services
  • The challenge of scaling a business to over $1 million in revenue
  • Jordan discusses his “one-thing” philosophy

In this episode…

What is the most essential part of scaling a business? Is there a single secret to building a sustainable company?

Every entrepreneur aims to create a thriving business with a high customer lifetime value. Meeting your cash flow needs is not enough to stay competitive. You must implement systems for a stronger company culture and hire top talent to deliver exceptional customer experience. This small shift in focus can lead to disproportionately great results.

Jordan Ross, the Founder and CEO of the 8 Figure Agency, joins Rich Goldstein in this episode of the Innovations and Breakthroughs Podcast to talk about strategies for building recurring revenue. They also discuss tips for maintaining quality services and Jordan’s “one-thing” philosophy.

Resources mentioned in this episode:

Sponsor for this episode…

This episode is brought to you by Goldstein Patent Law, a firm that helps protect inventors’ ideas and products. They have advised and obtained patents for thousands of companies over the past 25 years. So if you’re a company that has a software, product, or design you want protected, you can go to They have amazing free resources for learning more about the patent process. 

You can email their team at to explore if it’s a match to work together. Rich Goldstein has also written a book for the American Bar Association that explains in plain English how patents work, which is called ‘The ABA Consumer Guide to Obtaining a Patent.’

Intro (00:09):
Welcome to Innovations and Breakthroughs with your host Rich Goldstein, talking about the evolutionary, the revolutionary, the inspiration and perspiration, and those aha moments that change everything. And now here’s your host, Rich Goldstein.

Rich (00:33):
Rich Goldstein here, hosts of the Innovations and Breakthroughs podcast, where I feature top leaders in the path they took to create change. Past guests include Ryan Deis, Joe Polish, and Jason Flatland. This episode is brought to you by my company, Goldstein Patent Law, but we help you to protect your ideas and products. We’ve advised and obtain patents for thousands of companies over the past 29 years. So if you’re a company that has software or product or a design you want protected, go to goldstein patent where there are amazing free resources for learning about the patent process. And you could schedule a call with my to explore if it’s a match to work together. You could also check out the book I wrote for the American Bar Association that explains in plain English how patents work. It’s called the a BA Consumer Guide to Obtaining a Patent I have with me here today. Jordan Ross Jordan is the founder and CEO of the eight Figure Agency. They currently work with about 120 agencies to help them grow and scale their businesses, and have helped them to add over a hundred million dollars in annual recurring revenue. And since its inception, the eight figure agency has actually worked with nearly 700 different agencies Before founding eight Figure Agency, Jordan worked for Amazon, where he ran a division of 800 people. I’m happy to welcome here today. Jordan Ross, welcome, Jordan.

Jordan (01:53):
Hey, Rich. Thank you so much for having me.

Rich (01:55):
Yeah, absolutely. So, so tell me a bit about your entrepreneurial journey and how you kind of got started on this path.

Jordan (02:02):
Yeah, so I am a byproduct of the Shark Tank era, so I definitely think there were some unconscious influence from Shark Tank coming out in 2008. I was still in, was going to high school at that point. And you know, I went to college with the intention knowing I wanted to be an entrepreneur. I went to Ohio State, was at a presentation my sophomore year of college, unclear what I wanted to take my, my entrepreneurial path to. And I saw a presentation for Amazon and they said, you could come work at our warehouse. You’ll have a team of 100 right at school. I was like, oh my goodness, if I need to become an entrepreneur, I need to learn how to manage and run a team and run operations. That, that’s a great skillset. So I completely put all my focus into getting a job at Amazon after college from, this is 20 13, 14 time timeline.

Jordan (02:54):
Uh, went to work in Amazon, worked there four years, managed over 2,500 people. Uh, in my, at my peak, I was managing an org chart of over 800 employees. And when I was there, I, you know, I learned I love helping people and I’m great at it too. And I stumbled upon the concept of coaching. I through a podcast called the, the One Thing Podcast by Jeff Woods, where Jeff was working with this entrepreneur, Daniel Rend and Moran. And he was guiding this entrepreneur on exactly what to do. It was like, holy mackerel, I wanna do that thing. And coaching eventually led me down the road to consulting. And I started consulting on the side. While at Amazon, I was like taking calls from my car in between my lunch break, on my lunch break. And I was bringing the Amazon blueprint to entrepreneurs. ’cause entrepreneurs typically are similar to me, like high energy, personable, and they could go close deals and generate business, but everything else is pretty hard. And that’s where the Amazon model comes in. And, you know, flash forward, my first con ever was a digital marketing agency. You know, to date we’ve worked with over 700 digital marketing agencies. We have over 120 active clients. Uh, and it’s just really compounded by helping people optimize their business by talent, process and operations. Those, that’s, that’s been, that’s been the bulk of success.

Rich (04:12):
So, so you actually started out as an entrepreneur where you are working within Amazon, um, kind of doing what an entrepreneur would do, but within the organization, like helping to streamline processes and, and leading people, uh, to, uh, you know, do their best, I guess. Um,

Jordan (04:32):
Yeah, a hundred percent. I was an operations manager, so I was just an entrepreneur in spirit. I was learning, I was consuming. And I think one of the biggest pitfalls of really young Gen Z entrepreneurs right now is they just want to go straight to a pylon, straight to the, I wanna run a business. It’s really hard to run a business if you don’t know

Rich (04:52):
Anything. $700 million exit.

Jordan (04:54):
Exactly. Like, and for me, I spent four years at Amazon when I left, it took me 18 months, I think it was 18 could be wrong. It took me like 18 or 24 months to go from zero to 2 million annualized recurring revenue business. Because once I figured out business development, I right now had to do everything else. Um, so I was studying at Amazon, Amazon was my MBA and my doctorate as I like to say it.

Rich (05:20):
Awesome. And um, so like what are the some of the things that, that really helped you to create, um, annual recurring revenue, um, for yourself and for your clients? Like what are some of the things that you think really contributed toward that type of sustainable business?

Jordan (05:37):
Yeah. Um, and, and we could address both, let’s just start with my clients first. So for my clients, my company has helped add over a hundred million dollars in annual recurring revenue for our clients, benchmarked against when they came in and versus, you know, where they ended up going. And for business in general, there’s really one guiding principle and philosophy that I believe guides all, you know, strategy for business. And that’s a theory of constraints, right? This theory of constraints states that we will only be able to go as fast or grow as fast as the biggest constraint in our business. So when you look at that, there’s a lot of content and a lot of knowledge about lead generation and sales on the marketplace. And there’s not a lot of good content on everything else. Uh, fulfillment, talent, capacity, lifetime value, right? How do I scale this up and maintain my standards?

Jordan (06:30):
And for me, the reason we’re being able to scale with our clients, the biggest philosophy is let’s build a really good operation. Once you have a dialed in process of how you can do the same thing re repeatably, you can build a really good team around that. ’cause you could source onboard, hire, and train talent well, which means you could start to manage talent. My definition of management is the process of retaining and developing your talent. So you’re keeping your talent and then they’re getting better, which allows you to then focus on continuous improvement and making your service better, right? Lifetime value is just a correlation of solving a core problem and then delivering a great service continuously. Whether it’s a service or product that truly solves a problem or meets a specific need of your end user. And if you could really focus on building something elite there, then you could then that trickles down to culture.

Jordan (07:16):
Culture, by my definition, it’s what your people say and do when you’re not around. And culture on an enterprise value is, or an enterprise level is truly what you know, creates success. It’s what your people say and do when no one’s looking. It’s the science of success organizationally. So for me, that’s the philosophy of our clients. Let’s look at your company. Where’s the bottleneck or the constraint? Operationally, talent, fulfillment, lifetime value. Let’s find it. Let’s build a process and system that’s scalable and repeatable and let’s do it again and again, and let’s make sure you can do that autonomously without needing us. And that’s how we’ve led to enterprise value for our clients, which in of itself has led to the growth of our own recurring revenue because we’ve really focused in on that one thing.

Rich (08:06):
Yeah. And, um, so like on the, um, on the subject of, uh, like how agencies grow, I mean, it, it’s always been kind of fascinating to me. Uh, like this is in my mind the big constraint with agencies. Like I’ve worked with quite a number of marketing agencies and, uh, and so I believe that often you have someone who’s talented, someone who’s talented at doing whatever it is they do, whether it’s pay per click, uh, management or social media management, and they, um, uh, you know, they get some really outstanding results for clients, which lead to some referrals, which lead to more clients, which lead to too many clients for them to handle. Um, and so then they decide they’re going to scale. Um, and then what ends up happening often in, in my experience, is they, they hire some additional people to manage those accounts.

Rich (09:05):
And then the, the original thing that made them successful, their talent, um, gets watered down. Um, and, um, and the new clients don’t really get that same experience that, um, that the original clients did, let’s say. And like, so to me that’s, that’s always occurred as the challenge in scaling an agency is how to maintain, um, maintain that same quality as you as you grow, um, and stop trading your time for money. Um, so I mean, I guess tell me about that part of it and how you’ve, you’ve seen and how you’ve helped agencies to overcome that type of

Jordan (09:45):
Yeah, difficult and I think for clients, right? If you’re doing less than $2 million in annual revenue, I would say that’s your primary problem set that you’re solving for. Like, that is the primary constraint that I see. If you’re doing less than 2 million and to hyper fixate, like less than a million, that is the problem. If you’re doing less than a million, 100%. Um, and the way we’ve come to solve this, I call, it’s a two part process. The first thing is, I call it string success, right? So if you’re a founder and you’re an a plus player with a team of whether it’s A minus or B or worse, the first thing you need to do is get yourself time, right? So when we do this, and I give the analogy if, you know, if I put one string in front of you, that string’s really weak.

Jordan (10:27):
But if I put like a hundred strings and they’re all together coiled together, like that’s not breaking. We need to start doing that with you. So what’s the string in this analogy? It’s your time. So what are the things that you’re doing that are administrative in nature that are easy that you could build an SOP for a standard operating procedure? Something that you don’t even need to train someone to do that if they have this document or process, they can follow and execute it. That’s what a virtual assistant or an assistant or an administrative role will do for you. Let’s track your time, let’s get all that stuff off your plate. Typically, we find our founders can get two to six hours off their plate immediately because we’re not conscious that we’re doing things that, oh, this one activity is probably worth five, 10, $15 an hour, but my time as a founder could be worth $500 an hour, right?

Jordan (11:13):
So we make that clear and we define that. And then once we do that, now I have two to six hours of my time. Let’s make sure we put that to work on the business, not in the business. And that’s where our models and methodologies come in. So if we define the operation right for this person, we create a really clear workflow. What’s the first step of when a client comes in when you close a deal all the way to all the way to maintaining them, 12, 24, 36 months? What’s, let’s make expectations super clear for our team responsibilities, goals, and KPIs. Let’s make project management visible. A lot of times founders, less than 2 million are look chasing their team. They’re trying to figure out if they did everything. Let’s make visibility. So we have ended day reporting. So you could see everyone did the tasks they need to do.

Jordan (11:54):
If it’s data, we can see where our clients are trending. And then from that we could start to naturally create more ownership for our team. ’cause if they’re reporting out daily, the standard raises. And when we do that, now we could start to forecast ’cause we got the foundation. So we start to forecast, okay, if your business looks like this, you have all these different roles, let’s define what are the roles you’re in or the roles we need to get off your plate. Typically the easier role is project management. Like we have a resource, um, that we refer clients to that we could probably help you get a really good project manager for like three to four KA month. And that they’re exceptional. Uh, account management backend stuff for agencies like media buyers, like we have, we have resources for all these roles that don’t have to be client facing.

Jordan (12:36):
Let’s get the things that are easier to delegate off your plate. And then last, the last function, especially in an agency, it’s the strategist, like the, I call them the ring maker. Like as founders, we can go in and do things that no one else can do. We, that’s the last role we get off your plate. But by getting the administrative things off your plate, the project management rolls off your plate and all these other things that are easier and more standard in the marketplace, by the time we get to the strategist, our business correlatively should have grown 30, 40, 50, 60 k per month in recurring revenue. And now we have the profit to afford an A player, which is, they are worth every dollar of it, by the way. And at that part, we’re now bringing on a senior level person. We’re probably poaching them from another agency, but we’re gonna give them a lot more upside. So they actually work for us. And that’s where I say one to 2 million. ’cause you usually have the budget to afford a person. And that’s the solution. That’s how we do it. Um, so in recap, build a really good operation, identify how to source really good talent. Um, even if it’s admin or project management, source hire onboard, train, maintain, develop, retain. And it works every single time.

Rich (13:40):
IRA players. I mean, um, that’s like, um, I’ve heard Ryan d say a number of times that, um, um, whoever can spend the most to get a customer wins.

Jordan (13:51):

Rich (13:51):
And so similarly, it’s like if you could set up your system so that you could spend the most to bring on the right talent could win because you have, uh, you’re then able to get some of the best results. And, and I guess if you and also have, you’re, you’re able to have a team that can support those people in doing what they do best.

Jordan (14:16):
Yeah, I completely like that. That was my whole philosophy. My profit when I was doing a million dollars annually versus two was the same. It’s the same net profit. My, my gross margins and net net margins decreased a lot. But my whole philosophy was if I fully ruin myself from my operation, because I hire a talent and I only hire people that have already been a COO an eight figure company, I’m gonna be able to vote. I’m not gonna be pulled into the operation. ’cause they’ll be able to be self-sufficient and they’ll deliver a great experience. And that’s what I’ve done and that’s what I focus the majority of my time on podcasts and marketing and funnel and sales. And you know, I do some training internally. ’cause I, you know, I built this whole philosophy, um, but my team’s exceptional. My least accomplished consultant is a COO that left a $20 million business. So I think agencies can do the same thing. They just have to get to that point of like one to 2 million to, to make that conscious choice. I’m gonna intentionally water down my margins a little bit, but it’s gonna be worth it ’cause I’m not gonna be getting pulled into the operation and I can now grow this 3, 4, 5 x as a result. So it’s worth the, it’s worth the trade off.

Rich (15:21):
Right. And you mentioned that one to 2 million, I think, uh, that’s, there’s a big, um, um, ditch there think, I guess call it a ditch, a valley, a rift. Um, but there’s, there’s a, there’s a big hump there that, that so many businesses, and I guess agencies are, are no different, have to overcome in, in that. Um, you know, growing from one to 2 million maybe is as difficult as going from two to 10 million. It’s the getting it, it’s kind of getting past that $2 million mark that really traps a lot of entrepreneurs. I mean, what, what do you think about that as it relates to what you do?

Jordan (15:58):
I would agree. I said going from one to 2 million was so much easier than going to 1 million. Right? Mm-Hmm. <affirmative>. Um, I, I really do believe the game of entrepreneurship starts when you’re doing like 85 to a hundred K per month. Like that’s when the game just begins. Mm-Hmm. <affirmative> because you know, the strategy and the, the fun, the fun of it all when you’re not stressed, um, it’s just, it’s like real life fantasy sports. Like people love fantasy football, basketball. And that’s what business is like. You’re building your dream team. And when you truly do that the right way, uh, there’s a reason clients we see go, it’s so much easier to take a client from 2 million to 4 million than is from like one to two or like zero to one. Right?

Rich (16:42):
Yep. Got it. Um, uh, and uh, just on, on that note too, talking about your philosophy, um, tell me about the one thing philosophy.

Jordan (16:53):
Yeah, so the one thing comes from Gary Keller. Uh, Gary Keller is the founder of Keller Williams. And if you don’t know them, they’re the largest real estate company in North America. I think they were found in like the seventies or eighties, which is pretty significant if you think in that timeframe, they became the largest real estate company in a industry that’s been around forever. Uh, Gary identified something called Pareto’s principal, which I believe most of us have learned in high school. Pareto’s principal states that 20% of of our effort leads to 80% of our results. Or you know, 20% of something can lead to 80% of the other. Right,

Rich (17:28):
Right. Or, or kind of we spend 80% of our effort on 20% of our results often.

Jordan (17:33):
Exactly. Exactly. And you see this in extremes. Like the 1% hold 99% of the wealth. Um, right. So you see this principle continuously coming up. So in our business, going back to theory of constraints, right? What’s the one thing I can do? And this is the, this is like the exact like terminology they use. What’s the one thing I can do? Hence that by doing so it’ll make hitting my target that I wanna hit easier and everything else completely unnecessary. ’cause usually when it comes to growing a business, there’s one to five variables that we gotta do that’s actually going to allow us to double. Usually it’s like one or one to three. It’s like not that many. Um, and one of the things we were talking about before we clicked record is that is my sole philosophy. Every time I get pulled off because I have a shiny object syndrome, I just get re reminded of that principle.

Jordan (18:22):
It really is, you know, if you’re doing 5 million, 10 million, 20 million, 2 million does not matter the number. Just do the one thing, one offer, one service, one industry till you really max that out. You know, funnel, how many appointments are you selling per month? Or if you’re selling a product, how many impressions and eyeballs are you getting on that product per month conversion? What’s your conversion rate, whether it’s a sale or a landing page, lifetime value. How do you ma Those are the three things, leads, sales, lifetime value, those are the three variables. And if you truly put all of your attention, there’s usually like 20 to 50 things you can do just to increase one of those three variables. That’s it. I think in entrepreneurship, especially the nature of who entrepreneurs typically are, it’s so easy to get distracted. I’ve done it, I know the principle and I still get distracted, right? So I think a lot of the, the success that we find with our clients, it’s, hey, we’re gonna take that one thing methodology off your plate. We’re just gonna build the strategy for you. ’cause your bottleneck in your business is lifetime value or your operation or capacity or your ability to focus on growth, right? It’s usually, it doesn’t matter if we’re doing this with a nine, nine-figure company or seven-figure company. It’s usually the same or even a six figure company for that matter.

Rich (19:40):
Yeah. And, um, um, as it relates to, um, kind of creating value, so you’ve um, recently been, um, doing consulting for equity. And so how does, how does that fit into your business and how you, how you operate?

Jordan (19:56):
It’s so new. Um, and it came up Rich because I was looking at the numbers I looked at this year. I was like, oh my goodness, we have generated over a hundred million dollars in recurring revenue for our client. Like when I looked at that, I remember I was like, my jaw hit the floor. I was like, oh my God. You know, we have a, it’s a retainer model. We have a retainer that’s a miniature fraction of that number, right? Um, and what I realized was I a lot of times business, it’s, it’s kind of like when Neo and the Matrix looks at the spoon, right? You know, he was trying to make the spoon bend, but it took him looking at it from a different perspective that made that spoon bend all the way back. And I think a lot of success time, a lot of success is how you frame and look at your scenario.

Jordan (20:45):
And I was looking at building a consulting practice when I think a lot of my success moving forward, I believe we’ll find out, come back to me in a year or two, and I’ll tell you is we have a really good formula for growing a specific type of industry. And I really believe it works for all businesses. ’cause we’ve had like 30 different industries that we’ve worked with and it’s been successful for all them. For me it’s actually about building out a holding company. Now I got introduced through a, a partner who were just starting to make proposals on this. It’s called CFEI literally learned this a week ago. Consulting for Equity, right? Some people don’t want to hire a consultant. Some people are saying, Hey, my business has an enterprise value of let’s call it two 2 million. Um, and I’m really looking for a partner that’s gonna take, I wanna sell or I wanna just fully exit or I just wanna focus on this one thing could be a series of different reasons.

Jordan (21:35):
I want my business to be valued at 5 million. And people usually want partners. People are usually happy to give up, whether it’s a dividend or like a stake in the game. So Consulting for Equity is a, a methodology where, hey, you know, your business is valued at 2 million right now. You will keep your current value in your compensation. What we’ll do is we’ll create an agreement where anything that we create with you from the two to $5 million range, right? Whether it’s enterprise value or recurring revenue, we’ll do some form of a split on that. Whether it’s we are able to get a dividend on the net new revenue or profit or the net new returns or when you sell. And then when we sell this business, if you want to sell. ’cause you don’t have to, if the business was valued at 2 million, now it’s, but at 5 million and we sell for five, we created a delta of $3 million in enterprise value, we will get some form of cuts of that 3 million.

Jordan (22:30):
We won’t touch the two. We’re only gonna touch what the new net new value. And for me that’s a, it’s a creative way to start building a portfolio. Mm-Hmm. <affirmative>, right? Because a lot of people think that you have to take on debt, which was my apprehension. If I got, I wanna keep the one thing, the one thing, right? Going back to my methodology, if I start to figure out debt and start to figure out acquisition, it changes my model and builds in a level of complexity that it’ll actually deter me from doubling again. Um, at least that’s what I was been telling myself. But when I met my partner Matt, he was like, Hey, well you could just keep doing the same exact thing you’re doing. We just need to structure your agreement with your clients differently. And when you just change that one thing, that’s the one thing that unlocks a whole new level of growth. So that’s been, that’s really fresh. Like that’s, we’re talking one to two weeks Yeah. Of me doing this. So we have three, three different collaborators and partners that have already been, they already have portfolios and they now want to leverage us to manage and run their portfolios for them. So it’s kind of like a sweat equity deal right now for us. Um, it’s just a, I never thought of it. It’s really unique. Uh, and that’s what we’re trying to do for,

Rich (23:38):
And it makes a ton of sense. It’s, it requires no upfront investment on their part. Um, they like the fact that you have skin in the game. Um, and uh, and I think maybe the only thing that that needs to happen on your end is just to finance your way toward kind of the first payout.

Jordan (23:57):
And that’s, that’s exactly it. We can, we front the cost of the talent, the systems implement, all that. Um, so the risk is on us, not on you. And that’s why a lot of people, people just want partners. Like entrepreneurship’s a lonely thing and then like, I’m batching my head against the wall ’cause someone just help me not, and people are willing to pay for that. Of course.

Rich (24:16):
Yep. Absolutely. Well that’s exciting. And uh, um, and it, it just seems to fit because you, um, um, you help people to grow their businesses, you help them to scale, um, through processes, through, um, recruiting strategies, retention strategies, cultural strategies, and it just make sense to have a kind of piece of the action. And I think it’s, uh, I definitely wanna have a further conversation with you down the road to see how it all goes.

Jordan (24:51):
Yeah. And, you know, look, you’re catching me seven days when the energy’s high. It’s always harder. Like every entrepreneur who’s, who’s, um, worth with their weight knows that what we make it out to be, it’s always 10 to 20 XR than when we actually do it. Mm-Hmm. <affirmative> the whole philosophy of this experience with me, it’s, we’re not really changing what we’re doing, we’re just changing the structure of the agreement of how we’re doing it. We’ll see, see what happens. But if you’re curious, you know, and you’re listening, you could ping me when you hear this. ’cause when you’re hearing this, it’ll probably be like two or three months later, Hey, how how’d that thing go? ’cause I wanna do that as an entrepreneur. I want equity in these businesses. I’m helping.

Rich (25:29):
Exactly. And on, on that note, if, if people wanna learn more about you, again, contact with you, I just wanna check in with you to see how the consulting for Equity equity’s doing, uh, how do they go about doing so?

Jordan (25:40):
Yeah. Well first I also have a podcast. It’s called How to Scale an Agency. Um, you know, if you’re not running a digital marketing agency, you know, we have, we have clients in all different industries. I just believe, you know, I had to build a, a niche to build a brand and without a brand, I wouldn’t have had a business. Uh, so that’s the first place. If you are on Twitter or YouTube, anyone check me out. My best platform probably is Twitter, but my best platform in a year will probably be YouTube. It’s, uh, Jordan Ross, eight f both of those platforms. And if you want to get in contact, or whether it’s you need help, you want to explore collabs or you know you have a bottleneck or constraint in your business, go to my website eight figure There’s more information there. If you’re like, I just wanna talk to you right now, go to eight figure

Jordan (26:29):
We could help. We got plenty of guarantees in our offer. I think the cool thing that we didn’t talk about is, um, when I was, when I was learning about building a guaranteed offer and we have guaranteed satisfaction running back, we’ve never had a client that’s worked with us for more, more than a month that’s asked for our money back. And we’ve worked with over 700 now. So that’s kind of like, I sh I, I really put my money where my mouth is like, this will work or it’s free. Um, and I think that’s the thing I’m most proud of when I’m talking to people about my business. Like it’s all about the high quality of standard. That’s the Amazon, Amazon way.

Rich (26:59):
Right? And you’re not worried about it being free because you know it’s gonna work.

Jordan (27:04):
That’s the whole thing. It’s like, let’s make this so stinking easy for us to do this thing. Let’s, let’s remove any ambiguities or barriers. Let’s just do it. Let’s grow your company. That’s the whole brand.

Rich (27:15):
Awesome. Um, and, uh, you know, well again, Jordan, thank you so much for taking the time to, uh, to be on this podcast and, um, um, I guess, um, I’m, I’m looking forward to checking out how to scale an agency. I think there are some lessons, uh, outside of the agency world, even in, in, in the world of, uh, my own law firm that I could, I could learn from and can help us to grow and scale.

Jordan (27:42):
Yeah. We have worked with lawyers, so like I try to keep those lessons agnostic because like, yeah, we picked this niche because, you know, to get to multi seven figures it a niche makes sense. And then when you max out your total addressable market, then it makes sense to go to a different space. So, um, I got two co-hosts there. I, my podcast released on Mondays and Thursdays, if you just wanna hang out with me virtually in your car, wherever you consume.

Rich (28:05):

Jordan (28:05):
So thanks.

Rich (28:07):
Okay, great. Well again, thanks so much Jordan for being on the show.

Jordan (28:10):
Thank you, Rich.

Outro (28:17):
Thanks for listening to Innovations and Breakthroughs with your host Rich Goldstein. Be sure to click subscribe. Check us out on the web at and we’ll see you next time.


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