Casey Gollan Interview

by David Jenyns on October 4, 2013

Name: Casey Gollan

Casey Gollan

Casey Gollan

Industry: Internet Marketing


Casey Gollan’s Bio: Casey Gollan is a pioneer in small business coaching in Australia. He has been helping entrepreneurs since 1996, helping them reach the million dollar mark in growth. His clients have won the BRW Fast Growth, Business of the Year, and other major industry awards.

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Interview Transcript:

David: Hey guys, David Jenyns here from Melbourne SEO Services. I’m really excited today to share with you an interview that I’ve been meaning to do for such a long time now. This guy is pretty hard to lock down because he is just so involved in working with clients and his businesses. I’ve been following this person and their journey for well over ten years now. When I first got introduced to business building and that type of thing, he was one of the first guys who I came across.

We just touched base. I was just finishing up what I was doing with the MCG launch and I’d been doing some work in the stock market education space, so I was just primed to get this sort of information about how to build a business.

The gentleman I’m talking about is Casey Gollan and he is pretty much one of the founders of the business coaching industry. It feels like every man and his dog is a coach these days. I spotted him early on and we touched base. I was quite lucky, he mentored me a little bit and I popped along to his house a few times and he pointed me in the right direction.

As my business started to grow, I got him in to help coach me as well. So I’ve had a lot of experience watching what he’s done and this recording is off the back of a launch that he’s just done with a new program. I thought, even though the program is closed, it would be good to get him on the line to talk through the process of the launch and what he’s done. You can take a few ideas and start to implement them into your business. So firstly I’d like to welcome you Casey to the call.

Casey: Hi Dave and thanks for having me and to all the listeners out there. It’s great to be speaking to you.

David: Like I said, I’ve been keeping an eye on what you’ve been doing and just recently you’ve had a really big launch for a new program that you were starting up. I just loved watching the way that the launch evolved. We bounced a few emails backwards and forwards as it was happening, just to see the direction it was heading.

I thought maybe it’s a really good time now that you’re starting to get your name a bit more out there rather than just the small group of businesses that you’ve been working with, to find out a bit more about that launch and what you do.

Casey: Sure, let’s go for it.

David: The launch, I think it was called the Add10.

Casey: That’s right.

David: Maybe you can tell us where it came about. I think there was a bit of a bridging there. Previously you’d worked with a smaller group of businesses that you were coaching. Then I remember we were having a little bit of this discussion as you were saying, look, I’m going to jump here. It was almost like your business took a 360, or maybe not a 360, a 180 and started heading in a different direction. I’m just wondering how you went through that thought process and how this new product came about and then the launch.

Casey: Sure, no worries Dave. Back in 1996 I started the business coaching business which is mine. I did a Bachelor of Commerce degree; Financial Accounting and Commercial Law were my two majors. I helped set up a number of events, sporting club events at university.

Then I started managing some athletes, friends of mine who were at international level, one of whom was Tracey Gaudry, who was Tracey Watson at that time. She is now head of the UCI. I think it is Australia Asia. She was a dual Olympian. So I did management then and I got into business coaching. At that time there was no such thing as business coaching so I was a pioneer in coaching here in Australia and now it’s mainstream.

The processes that I developed in those early days I was like the old dog. I was still doing the one on one type of thing and I’ve been doing it for seventeen years. The new kids on the block were coming in and doing all this leverage work, webinars and members’ sites and things like that. I hadn’t evolved that way.

It’s interesting you talking to me about this prior to this call, I wasn’t very well known outside of the small circles. That’s probably because I was getting clients and I was working with them for several years and taking them through multi million dollar growth. Some of them had gone on to win BRW Fast Growth awards and some big commerce were touted as the next billion dollar business.

I was quite successful in that one on one model and I wanted to move into the one to many model. So of course we knew each other and I’d said to you I’m looking at going this way. You said, hey, look, let’s have a chat and I can help you out where needed. So we had a little bit of email back and forth. That was the genesis of it. I was doing the one on one but I was just ready to move into the new model. My style is stop everything and make it work.

That’s what I did. I just stopped my one on one model and then took a few months and then put all the processes in place to move into the new model which is the one to many. I wanted to do it in a way where I didn’t go to people like yourself to do the affiliate type promotion or to do the promotion for me.

I just wanted to run it through my database, get some good people on board, establish a base mark I suppose or a bench mark and a baseline so I can have a minimum viable product. You get something, take it to your database, launch it, do it well and then you can take it further into the market by accessing all your resources and your centres of influence. That was the approach I was taking.

I did somewhat of a quiet launch just basically to my database and put people into a program called Add10. The basis promise was add ten million in the next thirty-six months or less which is a something that I’ve had a lot of success with over the seventeen years I’ve been business coaching.

David: In the lead up to that launch you’d had your website set up and you were already doing a bit of name capturing. You said you’d got a bit of that database and that started to grow. Then I noticed you started to do some videos and you were posting them on your blog and trying to get a bit of awareness out there and a bit of regular communication and dialogue with that list.

That was the start of the launch. You’re very meticulous in the way that you organize things and you’d planned out the launch sequence, very detailed when things were going to go out and what pieces of content you wanted to do and creating the content on the fly to adjust with what the market was saying.

That process, that launch, what were the first few pieces for that for it to kick off? Once you got a dialogue going for your list, I think it would be interesting to dig into a little bit about how you did the launch. I think it was so successful, considering the size of the list and the money that you pulled in from it, it was a phenomenal launch.

Casey: Yes, I ended up doing $666,000. I don’t know if that is an omen for anything, but that is the sort of dollars that I got from it, which is quite nice when it is just going to my database. My database is 2-3,000. I’ve got some numbers for you if you want.

Let’s say I’ve got a database of 3,000. I had 129 on the early notification list. It ends up being about 25 people and some of those are partners, so some of those are a partner rate. They were the sort of metrics I had.

If we want to go through the phases of it, I knew I wanted to do a launch. So what I started doing was I immediately started building a following on facebook and started putting things into my newsletters that something was coming. Come 2013, boom! I was just building a bit of a buzz but being a bit vague on what it is that I was doing.

At that time I started working on some models and some content pieces that I could put into the launch sequence which really goes over a two week period. Basically my formula there was video on a Tuesday, video on a Thursday, video on the following Tuesday and then launching on the Thursday. That was the mechanics of what you’d call the launch I suppose. The launch day was a Thursday but the pre launch as Jeff Walker would say, was that Tuesday, Thursday, Tuesday.

I did about 20-25 minute in length videos for those first three days, the Tuesday, the Thursday and then the Tuesday. Each of them had a story. The basic story was you’re a business owner, you’ve tried a few things, here’s a way for you to add $10,000,000 to your business that is proven. Here is all the proof that I’ve done it and here’s what you’re going to learn by following these videos.

That was the story and I just broke it up into the three pieces. Then I had the launch day which was the second Thursday. That was by application only. So I did that a bit differently. Most people do a launch day and it’s Buy Now. For me it was Apply Now. Then I manually went through those applications and sent out an invite to the people who met the qualifications.

If you remember going through that, it was very detailed and clear on what it is that I wanted. I had about five to six who didn’t meet the criteria but everyone else pretty much met the criteria so it was pretty clean in that regard. Then I sent out the invites and within minutes of sending out those invites, all of a sudden people were buying and making their payments. It was fun.

David: It was interesting to hear and watch that final piece. From the outside looking in and following standard ‘rules’ of doing launches and making things as easy as possible for people, that final piece and that application process was quite clunky.

Casey: Dumb.

David: On the flip side, I think it meant the person really worked for it and then they really wanted it. I don’t know if you’ve got any thoughts on that. If you played it out again, is that something you’d do because you think, hey it did work. If it ain’t broke, don’t fix it, or what your thoughts are, particularly with that piece?

Casey: Yes, Dave, I would call it the dumbest way to do a launch. I’ll give you some context on it as well. I’ve been a PC user all my life, I’m a power PC user. I decided in 2013 to move to Mac. So I just bought MacBook Pro and then two weeks later I’m doing all these videos and doing a launch on a MacBook Pro trying to learn Final Cut Pro, HandBrake and all these other different softwares to try and compress my video so it would stream properly. I overdid it with all the things I had to do for this launch so it was really quite dumb in terms of that.

Part of the thing I want to do and I’ll draw my focus now onto the application process which you talked about, I didn’t want people just to buy it. I think of gyms and people say, I’ve paid for a gym, I should have muscles now or I should be toned or I should be lean. I say, you’ve got to work for it.

What I wanted to do, I didn’t want just anyone joining my program because for me, the environment and the community of the people in my program was paramount. I know from the work that I’ve done, it has been so successful because of the talented person that I work with. I’m very specific. If I can find a talented person, I just show them the way and then they get it done rather than trying to find someone who doesn’t have the talent and then teaching them the skills. I’m the other way around. I say, give me a talented person and with my talent we can really transform them.

So that’s what I wanted to do with the application process. That’s way it was so ‘clunky’. It was, yes, you’ve read all my material and you want to join the program. Here’s my application form. I think it was fifteen pages long, it was pretty big. Then they had to go to a Survey Monkey process and fill in ten questions and then receive an invitation. On those invitations and applications it said what the payment process was.

On that payment process there were no credit cards, there was no guarantee, none of the typical marketing things that most people would say, hey, you’ve got to have this to have a successful launch. I stripped that all away. I knew I was going to do well with it and I wanted to do well with the right type of person. That was my method behind my madness.

Now I wouldn’t advocate that to someone doing what I was doing. For me that instinctively felt right for me, so I just followed that.

David: A couple of things to help build on that, I know you have been building a base like we talked about since 1996 being one of the pioneers in coaching, in business coaching. So I think being back there, you’d built up such a solid base and you had a few people on that list who were like the rabid fans. You could offer them just about anything and they would have said, well, I just trust Casey’s word on this and jumped accordingly.

Depending on the relationship that you’ve built up and the trust can allow you to do launches in a slightly different way, or make it a bit more clunky and still have it be quite successful. I think jumping through those hoops, it’s good. It sounded almost like a recruiting process like when you’re building a business and you’re hiring staff. You get them to jump through all of these hoops and you were getting your prospects effectively to do that, which is interesting.

Casey: Well done, Dave, that is exactly what I did. For the culture of the club, and it’s an elite business coaching club and the attraction to people who were coming to this club and being part of it, a lot of coaching programs it’s all about the coach. But for me, I wanted it to be very much about the community, about the environment, about the structure, about the resources.

So the community was such a big driving force for me. So I was actually doing a team recruitment process. I was recruiting a team of clients who would not only learn from me but be able to learn from each other. I’ve set up a culture where there are competitive elements to it, so they’re actually competing against each other but there are also supportive elements to it, so they’re actually supporting each other.

I’ve got elements in my coaching club where I’ve got a Facebook group where they can say, hey this is what I’ve just done. Check this out, this is the provider that I’ve used. So there are other people in non competitive industries that are saying, oh, that is fantastic, I can do that as well, blah, blah, blah. So they’re bouncing off each other as well, in addition to me.

If you’re good at growing a business and you’re looking at adding millions, you just know that having the right people is the genesis to building a good business. You’ve got to have the right people in place. If they’re self motivated, disciplined, passionate and they’ve got a tremendous work ethic, you’re going to grow a good business.

I just took that principle and I applied that to my elite coaching club. So when someone joins that group and I’ve got twenty-five people in there, they all know each other, they’re all hyper competitive but they’re all hyper supportive as well. So there is a real feel and ambience in there where it is a really competitive but supportive structure, one, within the team but two, as the leader, when I come in to do my thing, they’re receptive to that. They’re also receptive to each other, helping each other. So it’s a really cool process.

David: It felt like when you were launching, it was almost like you were using that whole 80-20 rule as well. You were focusing on the 20% of your clients who are giving you that 80% of cash. So you didn’t need to market it to get to everybody. You just needed that small group. You set quite a high price point for it as well and that’s why you only needed to get a small number, get it in there, help get that minimum viable product to get proof of concept. Over time as you let more and more people into the club, you can leverage off that which makes sense.

The whole idea of using launches in business I think is a fantastic tool. A lot of people though, just use it as a one time hit and then don’t know how to follow up with building a business on the back end of that. I’m interested to get your thoughts on how something like a launch, if we just use the idea of what you’ve done here and how you can build a business off the back end of that, how someone with an existing business might be able to use launches in their businesses.

Casey: It’s another strategy that you can add. I don’t know whether you’d call it a strategy, but a technique that you can add to evolving your business. For me personally Dave, this is the second Jeff Walker style launch that I’ve ever done. I did one in 2008 where it was a $3000 a seat, five people only. It was $15,000. I did that, so this was really only my second launch. So I haven’t been doing a lot of them. It’s not something I’ve got my class to do a lot of.

As you know, there are a lot of moving parts. But now having done them, it’s something I’m going to integrate into everything that I do moving forward. For someone out there who does have a product range, or has a database or doesn’t have a database, I would strongly recommend getting some launches involved into your business.

David: Yes. Once you get the clients on board, I’m interested having seen the way that you work and having worked closely with you in the past with some coaching as well, this product is a coaching program that helps people grow their businesses. What I found and we had some discussions beforehand leading up to the launch, I was saying everybody is at a different stage when they’re growing their business, all businesses are unique.

The skill and the talent of the coach is the ability to identify the one or two things that they should focus on right now that moves them through to the next level. I’m interested to know how that works for you, how you actually work with clients to identify that.

Casey: You know, if you’re a painter or a renovator or you’re a house renovator, everyone has got a talent in what they do. A painter might go into a house and say, I’d paint that there and that there and this is out by this much. You know how a builder can go into a house and say, this is out by 5mm here, it’s out by 15mm here and I’d restump here or they’ve just got that thing. That’s what it is that I do. I can just go into a business metaphorically or physically or in a conversation with someone and just instinctively know what the triggers are and how to turn the business around and how to grow it.

Business owners have typically got a lot of ideas and there are a lot of things they can do. Typically they could do a hundred things a day but what I’m good at is saying, you need to do these three things. These three things are going to lead to these next three things.

How do I do that? To break it down into a process, usually when someone comes to me, my mental process is not really articulated to them in words but my mental process is ok, is this a time or money issue? If they come to me and they’ve got no time and no money, I go into the, let’s make them money. If they come to me and they’re making money, and they’ve got no time, it’s ok, let’s focus on the time, because the money is there.

If there’s a default position, it’s let’s go and make the person money which is usually a marketing side of things, marketing and a financial understanding of the business. So I’ll flip them onto the marketing side but also show them how to understand their financial statements and their financial position at a much higher level than their accountant has typically done for them.

Accountants are unbelievably talented at what they do but they’re not usually at a level where they can communicate what accounting is to the small business owner. They’re good amongst their circle but to a business owner, a business owner hasn’t done an accounting degree. Some of the words don’t resonate with business owners, so I can communicate that quite well.

Usually when a business owner understands there are three different types of accounting: financial, management and taxation accounting, when you understand your accountant is typically a taxation accountant, but what you’re looking for is management accounting in your business, then the worlds can separate a little bit and you can find out a little bit more about the management accounting. That then goes to helping you make money.

Your marketing brings in the money and the management accounting which is the financial understanding of your business, that can show you the scoreboard of how well you are doing.

When you can one, bring in the money, but two, account for it properly and measure it properly, then the heavens can open up.
I’ve had a lot of people, when I’ve taken them through cash flows and when I take them through their profit and losses and get them to do those properly, because they’re talented people, one they know how to affect their marketing but two, they know how to use the dollars that are coming through and track it with those financial accounting skills, all of a sudden they can just go boom! That’s what I look for on a money side. On a time side I just look at obviously the systems and the processes that they’ve got in the business and can focus them on the right way there.

That’s how I look at it Dave. There are a hundred things that are going on. What are the key things that we’re going to get the big leverage from straight away? It usually comes down to a time or money issue. If it’s a money issue, great, well what are you doing now, what have you done in the past, what could you do to get more customers or to get more dollars through the business?

David: I know there are probably fifty million strategies or techniques under each of the different headings. When you talk about, maybe even just an example, let’s say a solution for increasing of time or like you said for money it’s a marketing thing. If you take time, you talked about creating systems. What are a couple of takeaways that someone could run with?

Casey: No worries. I think with time you’ve got to start with yourself. I’ve got a quadrant that I use or a model that I use that is called Learn, Love, Delegate and Hate. So I suppose Learn, Love, Hate, Delegate is the better description of it. There are things that you need to learn and there are things that you don’t need to learn. You’ve got to segment those and say, ok, these things I’ve really got to learn, but these things I really don’t.

You know how sometimes you can get distracted? You’ve got to get rid of the distractions. Then there are going to be activities that you’re doing on a day to day or a week to week or month to month basis, which you just love doing. But some you need to keep and some you need to let go of. That will fall into the Delegate area. You’ve got to become really good at delegating the things that aren’t being productive for your business.

One of my clients uses a $25 line, $50 line, $100 line, $150 line and $300 line. Depending on what kind of activity that is and how much you can pay someone to do that type of work, it gets delegated to the right sort of area. So it might be a $25 and under sort of employee, $50 and under employee, $100 and under employee. Anything over $300, that’s really what he’s got to focus his attention on.

Then you’ve got the things that you just hate, things you just hate doing. So why keep doing it if you can delegate it or outsource it? But there are some things that you’re just going to have to keep doing, even though you hate it. Financials might fall into that category or paying bills might fall into that category.

So I would start with yourself first and make a list. What do you love to do, what do you hate doing, what do you need to learn to do and what do you need to delegate? Apportion your activities that way so you’re focusing on the big drivers first.

Then once you’ve fixed up yourself, hopefully you’ve found some time for the activities you’re doing. Then you need to look at your team and your technology to try and get some freedom or some free time from those things, whether it’s documenting systems, whether it’s creating systems, whether it’s policies and procedures or any of those. So that’s what I’d start with Dave.

David: Then the other piece, let’s say someone comes with a money issue, they need to do the money. Are there any particular strategies or where you might start with that first?

Casey: Yes, I’d look at their marketing footprint. It’s usually marketing infrastructure. If they’re not making money, I usually say, what marketing are you doing? Then I’d start with the basics, what’s your website, do you have a website?

Ok, if you’ve got a website, what is actually on that website? Do you have a lot of client testimonials, is it easy to navigate, does it appear well? You’ve got to work with a Melbourne SEO Services to make it rank properly. Are you using the basics for your website? Is it SEOed properly? Have you got AdWords for it properly? Are you adding content to it? So the website is first.

Then I’d look at the social. Social channels nowadays are such a driver. I’d be looking socially. Do they have a facebook account, do they have twitter, do they have Pinterest, depending on where their market is. So I suppose the key focus would be, ok, who is your market? From there I would drive it to what are the actual strategies and what are the mechanics of those?

If it’s a consumer, let’s say you’ve got a business and it’s a consumer, then I’d say, is it local or is it internet based? If it’s local, then we’d look at the different types of strategies which could be within a three kilometer radius of the business or a five kilometer radius for a particular city. Then you can have a look at different strategies there.

If it’s online, obviously then I’d go to more of the online website, social presence, YouTube, those types of things.

Then I would have a look at what is the frequency and what is the consistency of their marketing message. I suppose one question is, do you have a lot of people on your database and how are you marketing to those people on your database? Usually for someone who is not making money, they’re not using the assets they’ve got in their business already which would be their branding and also their database of their customers that they’ve already got.

So some sort of regular emails to them is important. Just the basic one that I always get all of my clients into is a newsletter. Some people might say, but I build a pergola every seven years. Why would I want to do a newsletter? Well, because they’re going to buy in seven years’ time and they’re going to have friends who buy. So it is a default position for me for every client to have a monthly newsletter.

David: It really sounds like it starts off with a lot of the online things. You said the website is almost like the basics now. Regardless of whether you’re driving the traffic through AdWords or things like that, do you still see the website as a key piece? It’s like a business card, even if someone is getting driven through letterbox drops or something offline.

Casey: I think generally you could yes, it is a key piece but it’s going to come back to the market that the customer has got. So I’d always say, who is your market? Then what I understand and this is what I get my clients to understand as well is, you’ve got to think like a customer. The website is the best way to check people out. So is Facebook. Most people have got a mobile phone nowadays and they’re using Facebook. So you’ve got to have your website and all your strategies mobile friendly for a market that is mobile compatible.

I’m just thinking of a client of mine, his market is 55 and over, so mobile isn’t the big driver for them at the moment but it might be. So I would start with your market and then your website is definitely a thing. That’s your business card nowadays.

The switch that I’ve really noticed from my seventeen years is when someone was interested in a business ten years ago, they would call the business. But guess what happens when you call the business? You talk to the salesperson. People don’t want to talk to the salesperson, so they want to do their own research. I think the statistics are 78% of people want to do their own research. So that is why your website becomes so important. That’s why Facebook, YouTube, Twitter, podcasts and all that becomes so important because people are going to research you.

They might say, ok, so and so has a business. I’m going to google the business. What’s the name of the guy who owns the business? I’m going to google them and I’m going to find out everything I can about them.

I’m sure you’ll get this as well, Dave. Most people say, I’ve done the research and I’ve found this out about you. So we’ve got to understand that and then we’ve got to play for that and say ok, well we need to put a lot of collateral out there online. So when people do look for the business, the product, the service, and/or the business owner or team, they find a lot of positive messages about the business.

David: It’s needing the proof that you are the real deal. You almost want to have so much there that they keep on digging and every corner they turn around, they say, yes, here’s another thing that backs up the story that hey, Casey is the go to guy.

Taking what you said there and almost putting into a step by step because that is how my brain works best and having worked with you and seen you implement this and guide it through first hand, one of the first things that we worked on was this idea of making sure that the business stacks up. Check out the money. There is no point in scaling something if it doesn’t work. You might just be making a bigger problem if you’re funneling a whole lot more traffic and business through it. I think starting there and then once you say, yes, this is a rock solid business, you help to identify, right, have we got a time issue or have we got a money issue?

Then you head down each one of those streams. For time, starting off solving your personal things and then moving through to the team. If it’s a money issue, getting your basic assets right and then having a way to regularly communicate with clients and prospects to keep getting them coming back in the door.

A lot of people will hear different pieces of this and they might have listened to other material.

This makes sense and reinforces maybe bits that they already know. It’s getting it in that right order. I’m interested to get your thoughts on what I feel like is the big missing piece in this which is once you get that, it’s the accountability and the focus.

I remember one of the first sessions we had together we were talking about the numbers. We were going through and we were looking at what I’d made in a particular month. You said, alright, here’s going to be our new target. Then I said, off the cuff, yes, I could do that, no worries. You said, cool, great, we’ve got a deal then, or something like that. I want to see that three months backed up, back to back and then I know you’re actually hitting this on a regular basis.

That piece, I’m interested to get your thoughts on how that weaves in with not only the strategy but then how do you work to bring that to fruition?

Casey: Sure. I’ll get to that, but I’ll just come back and just cover another point. I think one of the big differences with me in getting the millions compared to a lot of business coaches who don’t, a lot of people know things. They know concepts but they don’t understand the depth of them. What I do with all my clients is I go deep. What I find a lot of entrepreneurs do is they do things at surface level. They’ll do the 20% of something.

What I am particularly good at is getting my clients to do the 80 -100% of something. I mentioned something before, a monthly newsletter and some people might roll their eyes and say, oh, that’s not much. It’s not much but when you do a thousand things at that level, at a deep level, that’s when you get the fundamental change in the business. So what I’m really good at is cleaning up those 20% efforts that a lot of entrepreneurs do and drilling down deeper.

Where I get that absolute conviction from is I know it works. I know it adds millions. A lot of other business coaches don’t have that absolute conviction. They might say, oh, yes, you got that in place, that’s ok. I’ll say, hey, man you’ve got that in place, that’s great, but you’re not playing at the level you need to play at to add millions to your business. This is how you do it.

Then I will not go on until they’ve got that in place. For those who have worked with me, they know that I’m really tough on that and that I don’t muck around.

Now going back to your question, you were talking about the accountability, is that right?

David: Yes.

Casey: That leads into that as well, doesn’t it, the accountability. I will say on an idea that they ‘know’ they’ve got to do it, I am really focused on execution. Ideas do not cut it in business. Execution of the ideas do and it’s not just execution, it’s the right execution of it, it’s the thorough execution of it. You find a master in anything, whether its jiu jitsu, whether its tennis, whether it’s golf, they will know all of the process and they will train in that process to get that depth so it just becomes a habit and it looks easy.

Part of what I want to do when I work with a client like yourself, I’ll say what’s your target, and you’ll say that and I’ll say great. We’ve got agreement, now I want to see three months of that. When people are doing business by themselves, they’re their own boss. They’ve got no one who is holding them accountable.

So by working with a coach and working within a club, if you can get the accountability by referring to the coach and the accountability from the group that you’re in as well, that’s tremendously powerful, Dave. So what I’ve done in my Add10 Elite Business Coaching Club is I’ve set up the accountability features not just to me but to everyone in the club.

So when people say, hey, this is what I’m going to do, it’s written down, it’s publicized to the group and all the group is there to support that person to make that actually happen. Part of the mechanics of my club is we’ve got retreats every three months and so that is ninety days in between each workshop or retreat.

The pragmatic thing that comes out of each workshop is, hey, I’ve got a ninety day plan now. We talk about that with everyone in the group and then we put it into our members’ site so everyone has this massive accountability to each other. That’s probably what you found was really beneficial. Anyone who works with a strong leader, accountability is going to be a massive factor in that.

David: Yes, I think sometimes people just need that little bit of direction.

They were the main things I really wanted to cover I suppose. One final thing I wanted to talk about, I know everybody is in a different place as they’re growing their business. Like you said, it’s a matter of identifying that.

I’m wondering if you had any final bits that we might be able to leave with people about where they get stuck. We talked about some of those hurdles that they come up against which hold them back from breaking through to that next level and they just need to be guided through. Are there any common elements or problems that pop up?

Casey: Yes, I’ve got a model called Growth Curves. Basically you’ve got from my experience in working with businesses, there are four different types of growth curves. If you can understand where you are in a progression model of business, as I talked about before, the dreamer, the part timer, the sole proprietor and the manager. There is another level which is the professional who is earning quite a lot of money and has people doing work but the business is dependent on them.

Then you move into what I call the leadership level of business where you’ve actually got people and they’re doing work for you rather than you having to do the work. Once you’ve done that once, you think that’s a bit of a fluke. The next test for you is to start another business. Once you get two or three businesses underway without you having to be involved, then you’re at what I would call the entrepreneur level. The level above the entrepreneur level is the magnate where you’re building businesses and selling them for $50,000,000+. That is the progression.

If you can understand where you are in that progression model, and then if you can have a look at what I call your accelerated network which is do you have a coach, do you have the right strategies, do you have the right resources, do you have the right structure to get the most out of your talent, that’s on a one on one level.

Then the group level will throw in some other things which is the community. Are you in the right sort of community? I think the people you surround yourself with are so important to your progression in business. A lot of people do BI’s, your business breakfast and things like that. But a lot of people in those sort of groups are flat out trying to get a customer, let alone add a million or two to their business.

So if you can get into an environment and a community where people are actively adding millions, not just customers but millions of dollars in growth then if that’s where you’re looking to go, you’ve got to surround yourself with people who are on the same journey or have done the same journey as you. Then get yourself in the right environment. That’s what I look at.

If you can have a look at your different elements to help you with your business, if you can look at where you are in the progression of business and then if you can look at the different type of growth curve you’re on, that’s what you should do.

For example, four different growth curves are launch curve, take off curve, lift off curve and a slow burn curve. A lift off curve is when you’ve got fundamentally a lot of infrastructure in place in your business and you’re just looking for a little switch. Some people come to me and they’ll be doing let’s say $1,000,000 and then twelve months later they’ll be doing $8,000,000. That’s not because I’m so brilliant but it’s because they’ve done the infrastructure. They’ve put the marketing in place, they’ve got a team in place, they’ve got maybe a website in place. But they just haven’t flicked on the switch.

All of a sudden with a little bit of help from me, bang, they can get this massive launch in their business. I call that a launch curve. Some people are on a slow burn curve which is where it takes several months and then you start going up. That’s because you don’t have a lot of infrastructure in place. You might not have a website, you might not have your team in place, you might not have technology in place or equipment in place. It can take several months to put that in place.

If you understand that hey, I’ve got to put some things in place to then be able to grow my business, it just takes the pressure off. A lot of business owners conceptually don’t have those models in their head so they can see where they are on the roadmap of business.

I think if you were driving from Melbourne to Sydney, if you had no idea where Sydney was or where you are on the map, your anxiety levels can go sky high. But if you’ve got a roadmap and know, ok, we’re just going through Canberra now, it’s going to be four hours til we get to Sydney or whatever the case may be, you can pace yourself. You can not just pace yourself but be gentle on yourself in terms of a business entrepreneur.

So I think Dave if the business owner can be aware of where they’re at, be aware of what’s in front of them and be aware of the things that are around them to help them on their journey, I think that the anxiety and the frustration and those sorts of things can disappear because they’ve got a clear plan, they’ve got a clear trajectory. They know that they’re surrounded with things that can actually move their business forward.

David: One thing that popped up and I’ll grab it while it pops up, you talked about this idea of growing the business and helping people identify where they are. I’m wondering what your experience is as far as finding people who might be in a business, if we consider the business as vehicle that is an under performing vehicle.

When you break it down and look at the numbers and we make sure that those numbers stack up, that’s really key. Are there points where you say, hey, the business vehicle you’re in is not optimal here? We need to start again or rebuild?

Casey: Absolutely. Yes, great question and absolutely. I’ve had people come to me with that specific question or seeking a specific answer for that. What I do is speed up the inevitable. If you’ve got a good business, it’s going to go well. If you’ve got a bad business or a bad business model or bad conditions, it’s just going to go really badly. Either way, speeding up the outcome is what the business owner is after because sometimes you just need to cut your losses and get out and move out of that and take your business skills and apply them to more fertile ground.

For example I had a guy who came to me and he was in the door business. He said, Case, I’m going to give this six months with you and if we can’t turn this business around, I can walk away happy. So we threw in a lot of strategies, a lot of things, doing everything best practice but the market conditions, his team and him from a passion point of view just wasn’t in it. After three months he said, Case, thanks very much. I got what I needed out of this, I’m going to close the doors. So that’s what he did, he closed the door and then he got a job. That’s at that end.

Then I’ve got some people I’m working with right now who are in Add10 and they’ve just got immense business skill but the market that they’re serving and the products that they’ve got is just not a right match for them. They can take that immense business skill and put it into a more fertile environment and they could go off the Richter scale.

David: Yes, I suppose it’s just getting that right direction. The couple of concepts and ideas that we’ve talked about today I think someone can take and run with those. You’ve got loads of material on your website which if people want to check out, I’m going to put a little redirect so it’s easy to remember. Just head to, and you’ll be able to find out a little bit more.

At the moment the Add10 program is closed, so the whole purpose of this call wasn’t to sell the idea of Add10. Rather I saw this launch happen and I thought, hey, it’s interesting to see that a launch doesn’t necessarily need to be perfect. It’s just really about pointing in the right direction and getting started. Seeing Case do this launch just made me think, wow, I think it’s something anybody should think about trying to implement in their business.

Also start to think about coaching. Whether it’s Casey or whether it’s even just getting around a Mastermind or someone else. I think having that accountability and that guidance I think all business owners need that to point them in the right direction to make sure they stay focused. Often times entrepreneurs, the last thing they need is another good idea. They just need to start implementing some of the ideas that they have.

I don’t know if there is anything in the tail end Casey that you wanted to add onto this before I send it out to my guys?

Casey: I think if someone has listened to this and there’s some sort of connection or gravity pulling you towards me, just check me out. Just follow the link, go to my website, make an enquiry, go through my programs. I’ve been doing this for seventeen years, so I’m not some guy, there are a lot of them out there who have just bought a franchise or whatever. If you go through all the documentation on my site you’ll clearly see that this material works. If you’re down this long in this interview, I invite you to enquire and potentially join us on the program.

David: Yes and I can personally vouch for that, having watched you grow and do what you’ve been doing for so long. If you want to find out more, head over to So thanks for that Case and looking forward to seeing when you open up again.

Casey: A pleasure, David. Thanks very much and to all the listeners out there, thanks for listening. I hope to cross paths with you one day.

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