09/17/2022
"Starting out, we had to produce revenue, right? We didn't go raise capital. We bootstrapped this agency and I was selling, Ben was selling, Scotty was selling.
I think a big part of our growth was our marketing. We're not just selling a health indemnity plan, but we've created an Alliance to fight back against a corrupt and predatory system.
That's what the Revolt Healthcare Alliance is and call me crazy but the message of what we're doing must have resonated with folks - to your point, I'm now able to work on the business, instead of in it.
During that first 14 months, we recruited over 108 agents nationwide. Fastest growing agency in the history of the underwriter that we sell the product for.
We broke $3 million the last day of our fiscal business year. We actually beat it by $7,000.
So I would say about midway through, with all of these agents, we started to notice all these inefficiencies. We didn't have standard operating procedures in place. We didn't have the technology in place.
What we had was a good mission, a good vision. We had great marketing, we had passion and so about halfway through the first year me and Ben looked at each other and we said, "Hey man, we gotta divide and conquer," and so he took over all production.
We had enough agents that I was able to take a step back and let Ben handle all production, while I focused on operations, marketing, and technology.
To your point, working on the business, now, I will say, It was hard to let go. And it it's not that I didn't trust Ben.
Ben, my partner, he's fully competent. I trusted him a hundred percent. It was that, I had to have the faith to trust the overall process. Not the people, but the process of letting go and giving up control.
Saying to myself, "okay, if I back away and I give up control of the customer experience and the need to make sales so that I feel safe and comfortable, then I can work on the business," and it was a process.
In fact, there were a few times where I caught myself going back and selling a few policies here and there. Then it just got to the point where it wasn't sustainable.
So I would say for the end of last open enrollment, since January 1st, or mid December, I've done nothing but work on the business."
- "100% On-Not-In" Business Podcast
Learn more:
https://revolthealthcare.com/trust-is-key-in-building.../...
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