Hey what’s up everybody. Its Trent Dyrsmid here. Thank you so much for joining me today. I’m here to help you discover what works in e-commerce by shining the light on the tools, the tactics and the strategies that are used today by today’s leading e-commerce entrepreneurs.

Now before we get into today’s episode, I have a few personal updates to share in each of my three businesses. So, in my amazon business we’ve recently opened a brick-and-mortar store and we’ve done that just within the literally the office space and the warehouse space that we have purchased here in the building that we bought and the reason that we did that is to make it easier to open wholesale accounts and so far that’s working extremely well.

Another one of our big initiatives is we are expanding our sales into Europe and my wife is actually leading the charge on that. So, look for a lot more information about that going forward.

My software company called Flowster, which lives it www.Flowster.App, that is growing like crazy and thankfully what I’ve been doing on YouTube; YouTube has been a very very big focus for me this year.

I’ve hired a videographer, I’ve hired a consultant to help coach me on making better videos and all of that hasn’t fully translated into the videos that you’ve seen published yet. But that will happen over the next weeks and months and if you aren’t yet familiar with Flowster, it is my SOP software platform and SOP stands for standard operating procedure.

So, if you are not yet using those in your business, you should definitely be doing it. You want to check it out all of my businesses live and die on a portfolio of SOPs’.

In other words, everything that we do we have a documented business process for doing it and that makes errors a lot less likely to happen. It also makes delegating and team building a whole lot easier and then finally a new business partner and I have decided to start a private equity fund, which is a fancy way of saying we’re going to raise money from investors to buy an established ecommerce business and actually we don’t intend to stop at just one.

We want to build an entire portfolio of e-commerce businesses and you may remember about a year ago I interviewed a guy on my show rather by the name of shaquille and he has thus far purchased twelve companies and continues to move the ball forward and expanding his portfolio and I have become very very intrigued in that model. So, we’re going to be doing that as well or at least doing our best to raise the money to be able to do that.

So, on the show with me today is Nathan Hirsch, founder of the popular site www.Freeupdot.Com where ecommerce business owners go to find and to hire the best amazon ecommerce and digital marketing freelancers or agencies. Through his own journey to becoming a successful amazon business owner, Nathan learned firsthand how challenging it can be to let go of the reins and hire virtual assistants to help get all sorts of busy work off of his desk and in today’s discussion, Nathan and I talked at length about when to hire, what types of tasks to delegate, how to find the right people, how to manage communications and so much more.

So, if you’re struggling to keep up with your ever-increasing workload, perhaps now is the time to hire your first virtual assistant. So, you can Freeeup your time to focus on the more important parts of your business or the big rocks as I like to call them. So, if that’s the case, then you’re absolutely going to love today’s episode. So please join me in welcoming Nathan to the show.

Trent: Hey Nathan welcome to the show.

Nathan: Trent thanks so much for having me, excited to be here.

Trent: Yeah, I am excited to have you here as well. So, for the people who maybe aren’t familiar with you let’s start with that. Who are you and what do you do?

Nathan: I’m a longtime ecommerce seller. I started a multi-million-dollar amazon business out of my college dorm room. I grew it using virtual assistants, using freelancers. At the time it was tough to hire people when I was 20,21 years old. So, I got pretty familiar with that industry. But I just got so frustrated with how long it took on up work and Fiverr to post a job, get 50 people to apply, interview them one by one and I really set out to build my own marketplace and here we are four years later and I’m growing Freeeup helping lots of e-commerce sellers all around the world get fast access to pre-vetted virtual assistants, freelancers and agencies.

Trent: So, let’s dive into the history bin for a minute or two. Because you said when you were 22, you look all of about 25 now. Tell me about that amazon business. How did you get it started? What did you sell?

Nathan: Yeah so, my parents were both teachers growing up and I kind of had that mentality that I would go to college, get a real job and work for 30 years and retire and they always made me get these summer jobs, these internships and I learned a lot about sales and customer service. But I also learned that I just didn’t want to work for other people and when I got to college, I kind of looked at it as a ticking clock. I had four years to figure out how to start a business or I was going to the real world and I was going to be miserable the rest of my life. So, I started hustling. I opened up a textbook business to compete against my school bookstore to the point where I actually got a cease and desist letter from my college to knock it off. Because I was taking up so much of their business and that was my first glimpse to be an entrepreneur. But that really led me to amazon. This was back in 2008. Amazon was just becoming more than a bookstore. No one knew what it was, there were no gurus, there were no courses out there and I pretty much started experimenting with stuff I was familiar with. Sporting equipment, DVD’s, computer games, typical college guy stuff and I failed over and over and over. The only thing I get to sell were these books and it wasn’t until I branched out of my comfort zone and found the baby product industry that this been this really took off. So, if you can imagine me as a 20-year-old single college guy drop shipping baby products on amazon. That was me and that was really how I scaled the business. Starting off drop shipping from different retail sites, eventually going around them and building relationships directly with the manufacturer and they didn’t really know what amazon was either. So, I was bringing out a new sales channel to them and it was exciting time to get into amazon.

Trent: Man, oh man I’d love to jump in the time machine and go back to those days. So many things that would…  Some things would be harder for sure. But there’s so many things that would be much easier than they are today. So as an entrepreneur we’re faced with all sorts of challenges and we could probably talk about just that for the rest of this interview. But let’s focus it a bit. What would you say are the two biggest challenges that you face as an entrepreneur?

Nathan: the first thing is always time. Hey, I’m sure you come across this too. You’re going to run out of time in the week.  Even if you work 40,50,60,70,80 hours there’s always more that you have to do, and I think I learned this the hard way. My business was growing, I had to start paying taxes for the first time and I met with an accountant and he said when are you going to hire your first person and I shrug it off. Why would I do that? That’s money out of my pocket, I’m going to have to teach them, they’re going to steal my ideas. Endless excuses and he pretty much just laughed in my face and said you’re going to learn this lesson on your own. Sure, enough my first busy season comes around, I didn’t know what busy season was and I just get destroyed. It crushed. I’m working 20 hours a day, answering every email, filling every order. This is drop shipping, so there’s a lot of manual work, no FBA and I make it out to January somehow and I think to myself man I got to start hiring people, this is crazy. So that was kind of my wake-up call to figure out how do I get people into my systems, into my processes to follow them. So that I can focus on expansion and sales and not every single email and order and I think the flip side and this kind of happened more down the line when my business partner Connor and I were starting to step on each other’s toes a little bit, really identifying what your weaknesses are an entrepreneur. Because we tend to wear a lot of hats, we tend to try to do everything. But there’s so many things you’re just not good at and in my opinion, I could spend the next six months learning how to be an amazon PPC guru and I could probably figure it out. I’m a reasonably smart person. But at some point, you can’t spend all that time learning how to be a master at everything and you got to identify what am I not good at and how can I hire people to turn those weaknesses into strengths quickly.

Trent: So, my audience I have lots of people who want to build a business on amazon. Lots of them are using the whole sale model. Most of them are starting off as a one person or maybe their spouse is involved operation and I know they all deal with the challenge of you know I’ve only got so much cash flow and I’ve only got so much time. Help them to understand how to make the decision of when the best time to start hiring is.

Nathan: Yeah, it’s tough. There’s no perfect solution. What I like to do is look at not just the revenue, but what are you actually making at the end of the day and I like to set a certain percentage that I’m going to invest back in the company. When I was younger, I did a much more aggressive, I was investing 40%-50% percent of the profits back in. Because I wanted to grow, I didn’t really have a lot of risk. I could always go back and get a real job. Now a lot of people are kind of in that 10% to 30% percent. Which is mild you’re reinvesting, but you’re still able to take a good amount of cash out of the business. So the first thing you do is sit down and really figure out what that percentage is that you want to reinvest and stick to it and I meet with my business partner every quarter and we go over that and we look at what the expenses are and what we want them to be and once you find a percentage that you’re happy with, then it’s about figuring out where you’re going to actually put that money. Because there’s lots of different ways you can hire. There’s really three different ways. You’ve got the basic level people, the followers that we talked about that first list and these people are going to be cheaper, they’re going to be five to ten bucks an hour. But they’re followers, they’re going to follow systems and processes and the SOPs’ that you’re all about. If you have those in place, it’s perfect. You can hire those cheaper people. But there’s also going to be stuff that the graphic design, amazon listings, bookkeeping where you might not have a SOP for every little thing, and you have to hire specialists. Maybe project based work to get those things off your plate and then there’s always that point where you need the higher-level experts that can consult project manage, execute high-level game plan. So, figuring out what that budget is and what different level you’re going to reinvest in and a lot of times it’s a combination of all three levels, that’s how you make great hiring decisions and make sure that you can actually afford it.

T: So, for the folks who’ve known me for a while, I have a slightly different take. If you’re doing the wholesale model, I do think you need to hire right from day one from a virtual assistant perspective especially, so a follower. Because there is just so much grunt work that’s required to be able to do the volume of product analysis and outbound outreach. I agree with whoever you like, but I think you got to hire right away. We’ve agreed we got to hire some people. Now we need to figure out how do we find the right person for whatever hole we’re trying to fill. What advice have you got there?

Nathan: I mean I’m obviously biased. I’ve used all the other platforms out there and I really wanted to create a platform that took what I liked from those other ones. But also changed and tweaked what I didn’t like. So, the Freeeup concept is we get thousands of applicants every week. Virtual assistants, freelancers, agencies from all over the world heavily around ecommerce and marketing. We let them for not just skill, but attitude and communication as well. Let the top 1% in and then give our clients fast access to them. On the backend 24/7 support if you have even the smallest issue and also a no turnover guarantee. People on our platform rarely quit, of course it’s real light that can happen. But if it does, we cover a replacement cost. So, I’m biased throughout my own model. But I always wanted that place that I could go to get fast access to pre-vetted talent and also know that place has my back if anything does go wrong.

Trent: So how do you guys privett the talent?

Nathan: I really took it from my hiring process that I spent seven plus years building with my amazon business. I learned this a long time ago, I’m sure you have as well that you can hire someone with a really go to resume, all the skills in the world, the five-star reviews and it can really blow up in your face down the line it and you’re stuck wondering, how did that happen? This person was so talented. So, we realized yes, we should have vet people on skill, and we have skill tests and we don’t care if someone’s a 10 out of 10 or 7 out of 10 or 3 out of 10 skill wise as long as they’re priced accordingly and they’re honest about what they can and cannot do. But on the flip side you have to have the attitude and the communication skills as well. For attitude we look for people who are passion about what they do. That are in it for more than the paycheck. If you and I hate bookkeeping, which most entrepreneurs do. If I hire a bookkeeper, they need to love bookkeeping as much as I love being an entrepreneur and those are really the type of people that I want to work with. People that don’t get aggressive the second that something doesn’t go their way. Who care about their client at the end of the day and then there’s the whole communication? I’m sure you’ve had it where someone disappears or they miss a deadline or you can’t get on the same page no matter how many meetings you have with them, I created 15 pages of communication best practices based on my own hiring experiences hiring people remote and they have to memorize and get tested on them before they get on our platform and let’s say you do pass all three and they get on, we pretty quick to remove people if they’re taking on projects that they can’t do at a high level. We’re not a place to experiment on our clients. If they have a poor attitude or if they have poor communication skills, that they’re not responding with in a business day. If they don’t report emergencies to just disappearing, stuff like that. So, for me it’s that trifecta. It’s very rare that you hire someone with great skills, great attitude, great communication and two weeks later you say wow! That was a terrible hire. It usually doesn’t work that way.

Trent: So, I was at the e-commerce fuel live event two weeks ago now I think it is and there was a session there where a guy talked about bringing science into the hiring process and he talked about a tool, a personality testing tool called caliper. Do you use anything like that with the people that apply on Freeeup?

Nathan: I don’t. I haven’t done the personality tools. I know there’s a lot of stuff out there and I’ve read different things about them. For us that attitude assessment or more do one-on-one interview is essentially our version of it. But I’m sure there’s a lot that go in-depth when it comes to that.

Trent: Once you have decided you’re going to hire someone and you figured out what tasks you’re going to give them, you mentioned 15 page I think for best practices in communication. How do you manage that? Especially as you hire more than one person then managing multiple people and multiple streams of communication can become a little bit unwieldly. How do you keep that under control?

Nathan: Yeah so, we’re kind of chipping away at my five-step hiring process. We talked about creating the list of the things that you do or at least coming up with everything you do on a day-to-day, week-to-week basis. But also, your weaknesses and that kind of lets you know who you should hire. Which comes down to the different levels, which is step two. But also, your budget and do you want someone 20 hours a week, 10 hours a week, full-time. Step 3 is that interview for skill attitude and communication and step 4 is where a lot of people go wrong and that’s setting expectations right from the beginning and you don’t need 15 pages. It can be a one-pager, it could be a meeting, it could be an email; just making sure that a freelancer, a virtual assistant that’s worked with lots of different clients that might have different clients now where every client has a different idea of what’s good, what’s bad, what’s right, what’s wrong, getting on that same page of how you like it. What are the goals in your business, what constitutes success versus failure? How you like to communicate, how you like to work with people and if you’re able to get that on the same page in writing, no matter if you hire one person or ten people it’s going to lead to a much better experience. It’s going to lead to less he-said she-said down the line and you’re going to be able to catch a bad hire much faster where in day one, two, three if they’re not meeting the clear expectations that you set right after the hire, you’re going to be able to part ways, you’re going to be able to give feedback and adjust them and maybe give them a second or third chance. But after a pretty quickly move on. So, for me setting those expectations whatever those are right after the hire is the key to hiring success.

Trent: The thing that I would add that has worked very well for us for communication especially with our VA is we try and keep the communication out of email and so we use Trello for that, or we use our own software or Flowstor software. So that you can have the chat thread all in one place. Because the thing is the delegate or if you just send someone an email, the issue with that is once the email goes where did it go? You know it’s in the other person’s inbox, but if they don’t reply as the sender, I’m very likely to forget and so there’s no system in place to ensure that those types of things don’t follow through the cracks and that’s where we’ve found methods of email to be very helpful.

Nathan: And one thing I do to off that is if I do send an email, they have to respond back they got it confirming. So that you kind of know that. But I agree anything important, it’s in writing. But it’s not necessarily via email.

Trent: Yeah and what I do is I’ll put it on a Trello card or one of our workflows and then I’ll put a due date on it. So that way you know if I forget, I’m going to get alerted a day or two or three or whatever that my due date was later and that will give me the opportunity to make sure that they have indeed replied to me and that has been incredibly helpful. I find now if it’s anything really important, it’s not going to go in an email, it’s going to go into a Trello card more likely. So, we use a lot of different freelancers and virtual assistants on our team. But let’s say for someone who is just starting out, they’re thinking well you know gosh I only need let’s say 20 hours a week of help. Should I hire one person, or should I hire more than one person and divvy up the 20 hours?

Nathan: I’m a big fan of diversification. But to only to a point I had a situation where I hired someone, let’s say the classic entrepreneurs they did what I did. They make some bad hires and you finally find someone you like, so what do you do? You load them up with everything right and that’s what I did. I taught them emails, listing, customer service. I put months into training someone only to have them quit on me and have to start all over again. So, there is a certain level of diversification that’s smart now. That doesn’t mean that if you get 10 emails a day, you need to hire 3 different people. But yeah if you are hiring a customer service rep for 40 hours a week, you might want to hire two people for 20 and very similar for stuff like sourcing. Having a backup is never a bad idea. Having someone who can cover especially if you’re trying to people at the same time, you don’t know if both of them are going to end up being rock stars or you’re going to like one more than the other. So, there’s no right or wrong there. I personally like to diversify a little bit and protect myself. But if it’s not many hours, there’s also the hassle of teaching two different people that you have to factor it.

Trent: Yes, and I would echo to that when you have good enough systems in place, the whole burden of training actually becomes almost non-existent and that’s why I think I’m probably such an SOP nerd. Cause every time we bring on a new virtual assistant for our product sourcing or whatever, there really isn’t a training period per se; not a dedicated one. Nobody has to sit down and walk them through anything. We simply take a workflow and we assign it to them and there’s enough detail and the workflows that they’re able to go through it. They might have a question or two perhaps and if they do, we’ll look at the workflow and say hey is there room for us to tighten that up. So that we don’t have to ask those questions in the future. But when you have those systems in place, it makes it so much easier to be able to hire two or three or four people. So, you’re hiring people now and you’re delegating which is what I do, and I like to delegate as much off my plate as possible. Ideally, I don’t want to have anything on my desk on a day-to-day basis. But not so that I can go play golf or kick back. What do you think the CEO, or the owner should be focused on? Versus what they’re going to delegate to their team.

Nathan: Yeah, I mean there’s two ways to grow business.  You can make it that lifestyle business where you automate everything. The 4-hour workweek and you can’t go to the beach or spend time with your family or whatever point of life you’re at. But if you’re someone like me and yes you get more hours back by hiring people and creating SOPs’. But you’re taking those hours and you’re putting them right back in the business and you want to see how big you can grow this thing, for me it’s all about expansion and that means the sales, the marketing. If you’re amazon, that means getting new suppliers. That means to figure out how do you sell more of the products that you already have rather than the day-to-day operations. It’s the day-to-day operations that you get sucked into as a CEO that really stops the scaling. So, anything that falls under the expansion category is when you’re going to want to spend your time and we live in kind of a cool age of the internet and networking and being able to travel to conferences and meet different influencers in different areas. So, for me that’s a better use of the CEO’s time than the day-to-day operations.

Trent: I had to agree on that, I couldn’t agree more. So, for an amazon seller obviously you’ve got a direct hands-on experience and that’s base plus I’m sure you have all sorts of clients that work with your platform. What are some of the first things that most amazon sellers are taken off their plate?

Nathan: It’s my favorite and least favorite question. I mean we get 50 plus requests a day and they’re really all over the place. From amazon listing to graphic design, PPC work to just someone to audit someone’s amazon business from top to bottom to maybe a lower level sourcing task or virtual assistant or customer service. There’s no hey if you’re running amazon business this is the first thing you need to do. I always recommend just creating a list of all the stuff you do, but then prioritizing it from easiest to hardest. What would be the quickest thing, the fastest so you can take off your plate that will get you five hours a week back, ten hours a week back and for me that’s what I like to focus on. The flipside is those weaknesses. But again, there’s no right or wrong. I mean you can have different hiring strategies that and each one is going to work for some people and not work for others and there’s always that element of playing around and seeing what people you can plug in a different spots and what works for your business and for me that’s part of what’s exciting about being an entrepreneur.

Trent: Was there anything special that you did once you started to hire to integrate the freelancers into your amazon business? Were you concerned about giving them access to your seller central account or your email or whatever other systems that you had?

Nathan: Yeah, we’ve all heard that rumor that if you hire bi and they get into multiple amazon accounts, it’ll get shut down and I’m sure it’s happened and there’s obviously some level of risk when you’re dealing with amazon. With that said I mean I work with thousands of amazon sellers, I’ve been using freelancers for ten years and those VA has worked for lots of other amazon sellers. So, I’ve yet to actually see that happen where amazon shuts you down. But whenever you hire, there’s going to be risk. Being an entrepreneur is just risky and hiring is no different and I kind of look at it as the people on our platform tear a lot more about staying on our platform and providing for their families and growing their freelance business and keeping you as a client and getting more clients and they do about jeopardizing you and your business in any way and even if you hire your best friend to sit right next to you every day and source products, there’s always a chance that they do something stupid and jeopardize your business in some way. So, there’s nothing I can do that make that risk zero. But it’s a lot smaller than people think and you can have them sign all the NDA’s in the world. But are you really going to chase someone across the Philippines or over an NDA? Probably not. A more realistic way is to build relationships with the people that you work with. I mean I’ve had people, I’ve fired people who quit on me and they didn’t want to hurt me, I didn’t want to hurt them. You parted ways and there’s really no substitute just building relationships with the people around us. I have VA that have access to our bank accounts, our PayPal or amazon account you name it. I’ve given access to and if you’re able to build that relationship, you’re going to reduce a lot of the risk.

Trent: With respect to the area of customer service, some companies feel that oh yeah you should absolutely outsource customer service. Which I think amazon is probably one of those companies. Then there are other companies that would never outsource customer service. Because they feel that that’s part of the brand experience, part of their secret sauce. What are your thoughts on that and if someone does decide that outsourcing customer service is right for them, how can they keep the ship from or the plane from going down in flames?

Nathan: Yeah, it’s a great question. I mean I’m a big believer in customer service. To me you can’t compete with all the big companies out there and software or marketing or anything else. But the area that you can always compete in is customer service. It’s a great foundation for starting a business. It’s something that I’m all about it and I take a lot of pride in the customer service level in Freeeup. Now with that said I have 12 VA’s. They’re all in the Philippines. They run my entire customer service team and I would put them against any us customer service team out there. So, I know they can be done, and it can be done at an extremely high level. The key is how you teach it. Are you able to set a high bar for customer service or you’re able to define what that is and what that means in the different situations that come up in your business and are you able to teach it and are you able to hire the right people that can implement that same level of customer service that if you or someone in the us picked up the phone or responded to an email did and it is a little bit more than, let’s say a sourcing so that they can just follow ABCD. There’s a certain level of having them write a draft to an email and providing feedback and making sure that they’re not just memorizing, but actually thinking and understanding situations. But I know that it can be done.

Trent: What about culture with remote workers? So, you’ve got all these people who you just said are on your customer service team. I put a great deal of effort into the culture of my organization. We run open book management, we have profiteering programs, we have total transparency. All of our employees know how much cash is in the bank on any given week. They know what our profits, our revenue and the reason I do that is if you don’t tell your employees, they’ll just assume you’re making far more money than you are, and they’ll assume you’re a greedy bastard for not sharing more of it with them. So, the transparency has served very well for us. But when you’ve got people who are working half the world away, maybe there’s a language barrier. Are there any strategies that you have found that work well for helping to extend the culture beyond the walls of your office?

Nathan: Yeah and that kind of leads me to the step five of the hiring process and for me it’s all about creating a culture where you give feedback and you can receive feedback and you want people’s ideas, you want them to be a part of it. You consider information power. Where if they know how much money the business is making and they know what’s going well in the business and what’s going poor that they can come in and bring ideas to the table and help fix it and for me that’s the key and I like to ask feedback to hey how am I doing as a leader, how am I doing as a manager, what’s actually going right or wrong in the company and that really sets the comfort zone to build an amazing culture and I agree with you. Culture is a huge part of Freeeup, and I encourage clients to do the same thing. But culture isn’t built overnight. It takes a lot of effort to build and maintain and it’s not that hard to mess it up. If you’re having a bad day and you say a few things that you probably shouldn’t say. So, for me it’s something that as a leader you have to focus on it and it really separates that the people can just manage tasks to the people who cannot just manage tasks and people would also lead it and get people to follow them without constantly pushing or dragging them.

Trent: So, we’ve talked pretty thoroughly about the idea of outsourcing and hiring and using your platform. We’ve talked about some of the differentiators of Freeeup versus the other platforms. Before we wrap up is there any question if you were interviewing yourself, I always like to ask this, if you’re interviewing yourself because you know what you know, and I don’t know what you know. Is there anything that I haven’t asked that perhaps I should have to make this a better interview?

Nathan: Yeah, I think we kind of live in the area, I guess the question is what are strategies for growing a business in this day and age and I think we all kind of live in that area of short tank right. Where you just need $500,000 to start a business. You have to run a lot of money on Facebook ads or PPC or whatever it is and you’re following the guru’s and the influencers and there’s a right way to do it and for me part of being an entrepreneur is experimentation. Focusing on low-risk, high-reward situations and finding ways that other people aren’t doing it and a simple over simplistic version of it is I’ll hire someone to run my Instagram for a few hundred dollars for three months or my twitter and at the end of three months, if it doesn’t work out and I’m out $1,000 and not the end of the world. I’m not going to go homeless. But if it does, then that’s another channel. It’s another way to grow your business, another way to grow your brand and if you’re constantly looking for low-risk high-reward situations and you’re planting different seeds and when something is working, you put more money in and when it’s not working you pull back. That’s how you’re going to find a lot of great opportunities that you wouldn’t even thought of to just scale your business.

Trent: Let me go down the Instagram rabbit hole for a minute. Because I was a sitting at my desk literally yesterday thinking man I there’s too much on my plate. I got to stop doing some stuff and so I looked at Instagram, because I was planning on you know using buffer and filling it up and getting it all plan in advance and so forth and I realized man I just don’t have the time to do this. Have you been able to successfully outsource the management of your Instagram and did you write an SOP when you did it or did you hire somebody who had already demonstrated experience running Instagram accounts and just kind of say hey, knock yourself out?

Nathan: Yeah great question. I fell into the category of let’s hire an agency, affordable agency to run my Instagram and it’s pretty cheap. It cost me a few hundred dollars every month and they crushed it. I’ve grown to six thousand or five thousand followers plus in a pretty short period of time and I’ve gotten clients that way and grown my brand and I’m happier for people. If anyone’s interested to that company, they’re on the Freeeup platform. But for me it was one of those things where I did not want to sit down and figure out Instagram. I don’t have time for it. I didn’t want to create a SOP and I wanted to hire someone that knew what they were doing it and could bring different strategies to the table and for that particular thing that’s worked out very well for me.

Trent: Yeah, I’ll take that referral.

Nathan: I’ll introduce you after the podcast.

Trent: All right and we can put probably a link in the show notes I’m guessing to that agency.

Nathan: They have to create an Freeeup account first. But they can shoot me an email right after, and I’ll introduce them.

Trent: All right wonderful. Nathan well thank you very much for making some time to come and talk about outsourcing and talk about your platform. It’s obviously been a wildly successful platform. I particularly like the idea of how you’re doing all the vetting beforehand and I would encourage folks to go and try it out. Now if they want to do that, I don’t think we talked about it. Are we doing any specials or anything for them? Have you got a link? Because I can put a link in the show notes.

Nathan: Yeah so if you go to www.Freeeup.Com with three e’s, my calendars right at the top. If you want to book a meeting with me and talk about your business, mention this podcast get a $50 credit to try us out and yeah you can create a free account. Free to sign out, there’s no monthly fee, no minimum, no obligation. It’s in our best interest to get you people you actually like to help you scale your business.

Trent: And for if you’re listening to my show for the very first time and you’ve heard us talk about SOP’s if you don’t know already, I’m the founder of a company called Flowster. Which lives at www.Flowster.App and if you want to create SOP’s Flowster is the ideal software platform. So, the two of these things can go hand-in-hand beautifully and you can stop doing stuff that you don’t want to do anymore. All right thanks very much Nathan.

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