Sales Transformation

At what point did your business start to transition to

working with some of these more higher profile people

That's probably over the last year for sure. It took me a while to

build a brand online. It took me a while to really be in communities and start going

to masterminds and events and really starting to shake hands and get in the right

circles. I think it really started to

when I replaced myself inside of our agency. I was CEO for

so long and I found somebody to take over who's now CEO and I don't even run

the business anymore. It runs completely without me. And now I

get to focus on our event business and working with more private clients

and just getting in bigger circles and having time to do podcasts. Like literally right

after this, I have to drive to Orlando two hours to go to our next event, which

is going to be tomorrow morning. And I'm doing one event

every single week for the next 22 weeks straight. We're doing a massive like

scale your ads tour. And, um, dude, it's

just crushing. I'm excited about it. It's something that I get to do and put all

my focus on and really get the conversion down and like, you

know, increase RSVPs and do all the fun jazz that I like doing, which

is direct response marketing and speaking. Um, Yeah,

I mean, it's just, it's something where a lot of the times

I feel like the 20 or the 80-20 rule, a lot of entrepreneurs don't

even follow. They talk about it so much, but they don't really realize that they have to stay in their

zone of genius. And the 20% of things that they do that pursuits 80% of

the results, like they don't want to take a step back and like delegate. And

like, I realized that me working with private clients expanded our network. Like

as soon as I started getting in the bigger circles, man, I started getting group chats every day.

Hey man, this is Jason Wojo. He runs our ads. You should hire him. If you

don't, you have a problem. Like that's what the group chats look like.

And it's like, it's easy of a layup where to be honest, man, having

a sales team, like these private clients are paying a good amount of

money. Having the salespeople is just the increased top line revenue

and you have them be a part of something bigger along with the events. Like

it's just a revolving door of what more do

we need to do to keep people around longer, get the sales reps excited

more and build a better culture for people to actually grow in if they want

Yeah. That's a bold move to remove yourself as the CEO of

the company. Um, but it sounds like you understood sort

of like the value of influence and your own brand and how

that could, you know, be leveraged to land these bigger

Yeah. I mean, the other thing too is just time. Like when

you're growing and scaling a business, like you can't be on calls anymore.

Like I remember two years ago, um, clients would always say

to me, like, Hey, where's Wojo? Like, why is Wojo not on the calls? I'm

like, because I have 140 clients and I have 30 team

members and I can't be on calls all day. I have to run an operation. Like

I can't be sitting on zoom for an hour, talking to you about, to

be honest, like random blubber that doesn't even make my life any

better. So that's when I decided to take myself off zooms. That's

the thing that I see really like really sprouting in

the niche, man, is. all these deliverables that

clients want and half the time, dude, they don't even use them. Like

when I started doing all these calls, clients would come on calls and vent about

their personal lives. Or like when I was doing coaching, I stopped coaching recently because

it's probably the most annoying thing on the planet. Like I stopped coaching

because every time I get a coaching student, you know, and

they're paying good money, like they're not paying cheap prices and they still get on the

calls. And I'm like, Hey, like what's your sales process? Like what's your funnel look like? And

what are your ads doing? The conversation transitions into,

yeah, my boyfriend sucks. Like, I'm just not living the life that

I want. Like, it's not even about their ads. It's about all the emotional baggage

they have in their personal lives that I don't want to talk to anymore about. So

it's like, I see the coaching space definitely transitioning into

mostly DFY products. Um, and it makes it,

and you know, repping this into sales, like it makes it easier for

sales reps to sell done for you versus coaching. That's why sales

is such a booming industry right now, because people are transitioning from coaching and done for

you. And it's easier to sell a DFY on the phone than sell therapy on

the phone. Like it's just a lot more simpler too. It's an easier sales

Yeah. And so what parts of the business are you still

responsible for and what leadership roles have you put in place

So mostly what I'm responsible for is just being the visionary. What ideas

can I bring to the table? What new funnels can we run to bring new clients in the door? I

just run the ads right now. That's really it. All the landing pages, the

copy, the ads, the creatives, I do that just for our ads.

That's it for the sales team to get more calls. Releasing new

VSLs, new webinars, doing all the tracking, looking

at the email list. I'm doing all of the acquisition pieces.

Um, as far as replacing, we found a director of, uh, of

client success. We got a new COO. We got a CEO. Now, uh,

we have an ops manager and then we have strategy leads who take

over their pods, what we call them as pods. So like we have

a strategy lead, an account manager, two media buyers,

developer, copywriter. And that is like the pot that

is who manages about 30 to 40 clients. And we have six pods

now. So it's, you know, it's, it's growing. It's

exciting. Um, but my master, like my

mastery is all about acquisition. Like how can we run more ads to get

Yeah. And do you rely on any feedback from the

salespeople of like the quality of the leads versus the quantity and

Yeah, I do. And, and, and, and that's the thing, like, I remember

three years ago, I was talking to the same leads and my

sales team sometimes has trouble closing the leads. Cause they're like, Hey, whoa, Joe, it's

not you on the phone. It's us. Like, we're not as good as you. We're not the

face. Of course you can close these people. I said, dude, if I can close them,

I just don't find that as an excuse. Like if

you tell me that, that the leads aren't great qualities, cause you're not, you're going

into the call thinking that is your pre-frame in your mind, that the lead's

not that great. But what I've seen is two paradigms. One is

when someone fills out an application, sometimes they don't want to tell

you how much money they have. That's a huge thing, dude. We have a lot

of people at events who are like, yo, I don't want to discuss how liquid I

am. I'm like, okay, well, we need to know that to know how much we can spend

on ads. Like some people are very scared about telling

And they'll either tell you less because they think it's going

to determine how much you charge them, or they'll tell you more

Yeah. And it's like, dude, I just don't think that like,

yeah, dude, lead quality is a thing. I understand that. But

if a lead gets on the phone and says to you, Hey, I can spend one to five grand

a month and you can't close them. It's not the lead quality. It's not, it's

you, you suck. Like, that's how I look at it. Like you didn't reframe

it correctly. You didn't give them the right value to answer their questions. You didn't walk them through the journey.

You didn't give them the right clarity to make a decision on the call. Like

that's what I look at. And I dude, I've done sales for years.

I've taken over 6,000 sales calls myself. If I hop on

a call, dude, I'm closing that shit. It's not hard. It's

just that, yeah, I know I'm the face, but the salespeople are getting

like these calls and they see an application that doesn't look

that great. And they automatically turn the switch on their head of like, yeah,

the leads broke. Like, no, they're not. They,

they might just be lying or you're pre-framing yourself to not even want to

sell them. Like, Oh, they're broke. Like, this is just going to be a

stupid call. This guy doesn't have money. Like, dude, like there's a lot of

Yeah. Yeah. So I think, I mean, it's important not

to judge the lead based on, you know, the information that you have,

right. You got to go into the call, open-minded, ask good questions, drive

good conversation, and try to get to the bottom of like, Hey, is there motivation to

Yeah, of course, yeah. And that's why I believe so much in quantity, dude. Like, quantity

builds the email list faster. It gets me more people in my ecosystem, gets

me more reach, gets me more engagement, and overall, dude, builds a

bigger business. Like, dude, leads can be good or

bad, but not every lead has to convert day one. Leads can buy, if

you have a call on Monday, they can buy on Friday. Like, dude, I've had so many

leads who have bought something two years ago, like a low-ticket product, and

they've came to one of my events two years later and spent 12, 17 grand with us. It's,

it's not something where a lead converts right away. I want as many leads and

people in my ecosystem as possible so I can build a sphere of

influence and a sphere of data because data pays the bills. That

is what we leverage to make better decisions. Like that's what all I care about. I

Yeah. Like dude, I mean. It's

just like people at like at our events, dude, there's some people at the events who

are like, all like, I don't have that much money to spend 12 grand while we have

funding, boom, closed. Like it's not

about if they're broke, it's about how you sway them into

the direction of making a clarity based decision. Don't just sell people to sell

them, but give them a clarity based decision where there

is a good offer in place, a product that they can buy,

a product that they can get access to and a product or a service that will give

them a result if they qualify for it. And if they're hungry enough

and they want to use it, then they should be qualified to buy. That's just

Yeah. And I'm curious,

kind of what's next for you guys? Like what are, what are kind of

the things that you guys are working towards or exciting, uh,

Yeah. So right now, um, like the team solid, we

are just building out our next pod. That's number one. Number two is we're rebuilding

our graphics department because we want to get better graphic designers in there, offer

ad based like static images. That's number two. And the number three

is, um, I am just going really hard on events. I'm, you

know, going to speak at more events. I'm bringing more high quality clients in the door,

bringing more private clients on and just overall taking the brand side of the business

Yeah. Well, Jason, it's been awesome having you on. Any final

So they can go on Instagram at the Jason Wojo, T-H-E,

Jason, W-O-J-O. If they go to the first link in my bio, they

can check out all of our case studies and see if they're a good fit to work with us and book a

demo call. I also released a new book recently so

they can go on that page as well and they can find out more info. You

know, just to add for, for, for, for final thoughts is

if you're managing a sales team right now, there's a couple of things that I've learned that will

help you out. Or if you are a sales rep, number one is

if you are a sales rep, you have to understand that you have to be within the scope of

the company's vision and goals. Don't just get a sales position because you want

to make money. Because I'm telling you right now, if you don't see anything past

the money, you're going to get unmotivated and eventually your sales will decline. So

that's number one. Number two is. is you want to be a part of a culture that motivates

you to actually bring in better quality clients. Like we don't just

want clients, we want better quality people who help the fulfillment side.

And three is if you're in sales and you don't understand or know

the people in the back end who deal with the customers once you sell them, you're

not going to be a valuable asset to the company. You have to learn the back end, you

have to learn fulfillment, you have to learn what's happening results wise. Like, you

have to actually care about the clients you're selling. I see a lot of businesses that I've consulted

for in the past, and their sales reps just sell, pass

them off, and don't give a shit about the rest of them. And it's just not

the way that you run a good business. You're going to deal with a lot of bad reviews, you're

going to deal with a lot of bad feedback, and ultimately it's

going to cause headaches that you can't scale with. If

you're a business owner who's running a sales team, just make sure that you're keeping things

lean, making sure that you're keeping things simple. Don't just

take the word systems and build this like complicated thing

around their ecosystem that's going to then disturb their personal life. Because

I'm telling you right now, we decided to throw a bunch of stuff at them. CRM, all

these texts, emails, like, dude, you don't have to tell your sales

reps about that. You have to make your sales reps better at product knowledge, objection

handling, storytelling, and pre-framing. That is the only thing you should

be focused on. And every single morning doing call reviews with your team. If

you think that just because they're closing at 25% that they can't be better, that

you are wrong. You need to be doing daily call reviews and holding them accountable and

having some type of sales director to oversee those KPIs because

you're going to burn them out as well. You're just going to burn them out. They're going to get bored and

Yeah. Lots of nuggets there. Appreciate it, Jason. If

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