Janelle Henderson joined Invisible PPC in search of a job that would give her the ability to have a different day every day. Coming from a non-agency background, she found exactly what she was looking for in the fast-paced, ever-changing world of digital marketing. As the COO for Invisible PPC, not a day goes by where she isn’t excited to conquer the day.
In this episode, we get an in-depth behind the scenes look at how a top-level integrator like Janelle optimizes team performance and productivity. From establishing company culture to building the perfect tech stack, Janelle walks us through what an integrator can do for a seven-figure agency.
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Joe Troyer 0:52
Hey, everybody, it's Joe Troyer, and welcome to Show Me The nuggets. Today, we have on Janelle Henderson, our very own COO here at Invisible PPC, super excited to have Janelle on we're gonna bring her on in just a moment. But before that, I want to give you a glimpse of today's show. So we're going with the working title of Finding and Optimizing Your Seven Figure Agency with an Integrator and I'm super excited because at like every event that I show up with Janelle at everybody's always asking, like how do you find Janelle, or what's Janelle like working with in the business. And I think that a lot of people are after, you know, an integrator in their agency. And so I wanted to have kind of a behind the scenes conversation with Janelle, about what we've learned what she's learned, and really get in depth on her role as an integrator here at our agency at Invisible PPC. So without further ado, Janelle Welcome officially to the show.
Joe Troyer 1:55
So Janelle excited to have you. This kind of happened just spur of the moment, as we were ending one of our marketing meetings, I was like, Janelle, we need to get you on the podcast. And so I'm excited because like I said in the intro, I feel like so often, people ask how did you find Janelle? What's it like working with an integrator, and a lot of people whether they're just getting started, or even in the seven figures haven't really felt the benefits of having an integrator on the team. And I want to get into what that means and what we think that means. But first, Janelle, do us a favor, and give us a little intro on kind of your background. And then we'll talk about how you ended up at Invisible PPC.
So I graduated from UF with my degree in Psych, and from there, I actually became a counselor. After being a counselor for children for a little bit, I decided that just you know, it's not for me, I'm more than likely I was going to kill one of the parents. So I was like this. So then I went into insurance on the marketing side, and was there for a few years, took over all of the Allstate agents in the state of Florida at the time, there were 324. So it was quite a large portfolio but managed to go through it and maximize and successful, um, then went over to promotional marketing, which you know, cups, pens, cooties, anything that you want your logo on, I was able to do for you supply and all of the promotional material needed from email blasts, to campaigns to anything that you can think of marketing related. After doing that for a while, I wanted something different. I needed more stimulation, even though like there was endless stimulation, I just wanted something different. So I came across invisible PPC, and looked into it. And it just it sounded so exciting, so versatile. It's just something new that I could really just sink my teeth into. And let me tell you, I'm never bored.
Would you say how would you say you stumbled across across us? Or why would you say you stumbled across us? What was? What was it that you were looking for? What were you drawn away from? And what were you looking towards as as you saw the ad for Invisible? Like you said, it was interesting, you said that you're never busy, or you're never, you never have not enough to do like, you're always busy. Talk a little bit more about that. What does that mean?
It came time where I was where it was just kind of like monotonous where it was the same thing over and over and over. And, you know, looking at Invisible there are so many different opportunities from, you know, building the campaigns with PPC marketing to you know, omni targeting, to then also, you know, we have different launches and products that we sell outside of, like outside of actually fulfillment, like our courses. It's not just one kind of product for everyone. It's a bunch of different products to really sink your teeth in. And I really love the meat and potatoes of it and the ability to have a different day every day, I guess you could say, um, so when I came across Invisible PPC, actually on LinkedIn, I was going through my newsfeed and it just it just came up on my newsfeed. I was like, Oh, you know, this looks interesting. So then I started researching Invisible PPC. And I was like, I want to be on that team. Like, how did you get on that team? And then that's when I came into contact with Susan. And then she introduced me to Joe and Rob, and it was fate. It was love at first sight.
Joe Troyer 7:26
That's awesome. So you said a couple things there that I want to draw out. And really, and really highlight to some degree in in what you were working on. Previously, there was a ceiling, right? Where you were kind of bored. Right? It was kind of the same thing day in and day out. And then you made the comment that I had a different every day. And so I think that you saw you had a ceiling and you saw that invisible PPC could give you that different every day, I think is important. But I think that when you're hiring somebody that there's two types of people, there's people like you Janelle that want that different every day. And that take on that excitement, and like, we call you the octopus, right? Where you just like have a million hands, you're just you know, we're throwing you things, you're like, Yeah, got it, you know, got it. And there's people that hate that, right? And that like that would drive them nuts. And I'm one of those people, right? Like that drives me nuts, I can't handle it, I have enough add as it is, I don't need any help. So I need somebody like you to help me rein it in and get those things taken care of. So I think it's important if you're going to look at hiring no matter what the position is that you really think about what what the role requires? Is it somebody that is constantly innovating on new projects and new processes and new systems? Or is it kind of more of the same all the time, and once they kind of have it conquered? It's just living in that day to day. And I think you're right that that you got to make sure you find the right fit there.
Oh for sure. I love living in an ever changing environment. To me, there is not one way to do everything there. There may be, you know, a bunch of different ways. But you can take a bunch of different routes to get to the same solution. My favorite route is the most efficient route. And you know, at times that changes depending on what platforms come out on what new updates for those platforms rollout. So making sure that you stay on top of it and you know, everything that's accessible and all the resources that you have available to you, you can figure out the best route to take and the most efficient route to take. But I love living in an ever changing environment. And that's what I get when I'm invisible PPC which is great.
Joe Troyer 9:38
So this was quite the learning curve for you too. And what I mean by that is you're not from the agency world, right? Like you're not used to all the vernacular and all the all the software that we use as marketers and agencies. And so you had to go through quite a brutal I feel like onboarding and getting up to speed process, what do you think was the the hardest learning curve coming into the business? I think would be an interesting question. Because I feel like so many agencies we've been in this space for so long, we kind of take it for granted, right? It's just, it's normal, everyday life,
I would say, the hardest learning curve for me, was probably actually learning PPC itself. Um, because you know, processes platforms, to me, that just comes very, very naturally, I'm extremely intuitive when it comes to that, but actually sitting down and processing PPC, and just realizing just how intense it is just to get an account set up, it takes hours of work, and that diligence and that follow through, and attention to detail. Um, that was, you know, a huge learning curve. But once you learn the intricate, it doesn't necessarily change unless, you know, Google decides to change their rules, which is always fun. But that was probably the biggest learning curve.
Joe Troyer 10:58
Gotcha, definitely. There's, there's a lot of detail. That's, for sure, alright. So can you walk us through high level Janelle your role and your function? Being the COO at Invisible PPC? Like, what does an average day look like? What's the team structure kind of look like high level,
an average day to day I do a huge bulk of my meetings, starting off in the morning, just because we have our team all over the world in different time zones, from you know, the UK to Australia to the Philippines, of course, you know, all over the US too. So I try to bulk as much as I can in the morning, because that's usually when everyone's time zones overlap. So that the morning is usually you'll just me in like back to back feeds. But after that, that's when you know, I start working on projects and making sure that all the projects that we have going on throughout the company are being accounted for that they're moving forward. And then as far as internal setup, so we have quite a few different departments in Invisible PPC. So we have our accounting team, which you know, of course does collection to make sure that the lights stay on. And then we have our design team, who, who generates all of our landing pages, all of our ads, all of our, you know, marketing materials, our sales team, which of course, you know, tried tries to bring in everything that they can, and then our fulfillment team, which fulfills for what's brought in. And so in our fulfillment team, and we have a client facing account directors who manage the relationships with our agencies, who gain our agency agencies trust, and make sure that we're operating as an extension of their agency. So they have the best feel that they make sure they make sure that they get the best human experience possible, as we're fulfilling for them. Because, you know, it is a little, it is a little scary taking part of your business and you know, putting it in someone else's hands and, and really hoping that they're, they're successful with it. So that way you don't lose that income. So that you know, that's a little scary to have that trust there. And you know, our account directors do a great job of establishing that trust and making sure that the agency has all the resources that they need. So when the agency goes and talks to the end client, they know exactly what they're talking about. And they're able to give that knowledge to the end client. We also have our account managers who are in the back end constantly monitoring the accounts, making sure that they're not going over budget, making sure that the ads are running smoothly as they're scheduled to. So and then we have, of course, our customer support team who answers you know, any questions, any miscellaneous questions that come in that aren't necessarily account specific? Because of course, those always can be account directors, but you know, for example, if they have questions on our different courses, or if they have, you know, questions on you know, their billing or so on and so forth, our accounts or customer support, analysts are able to help with those
Joe Troyer 13:58
Perfect so invisible PPC runs a all virtual team, how's that compared to, and contrast to what you've been involved with in the past?
You know, it's funny, you would think that running a virtual team, you wouldn't be as in touch or connected to those people that you work with. That is a myth. That is not the case. I feel as sometimes I talk to a lot of the people on our team way more than I talk to my friends ever. So it really, I talk to them every day and it there hasn't been any sort of communication problem, every so often the internet or go out in a certain area. But we have a bunch of processes in place to compensate for that and make up for you know, when we do have like shortcomings when it comes to things we can't control like acts of god, like storms or internet going out. So you know, we utilize that slack a lot for communication. And if ever, anyone is going to be out of touch for a little bit, they immediately report it on our Slack channel so that way they're accounted for and we know where they are. Because in an office, you can easily look over your computer and say, Oh, you know, Ryan Ryan's not in, you know, he's sick or something. But when he's all the way in the Philippines, it's kind of hard to check on how he's doing. But our team is really diligent about checking in and making sure that we know where they are, what they're working on, asking questions as they need to, and not only holding themselves accountable, but holding each other accountable to
Joe Troyer 15:34
definitely. That's great. I think that obviously, being virtual, there's definitely some drawbacks, right, that we have to manage we have to deal with we have to live with, what do you think of the main challenges or drawbacks you obviously said communication? Right, communications a little more difficult, we got to make sure that we're extra on top of communication, because we don't see, you know, how somebody's looking throughout the day and what their Mojo is, like, you know, are they in a great mood? Are they in a bad mood? It's a little more reading between the lines, what would you say is the other things that are a little more difficult to keep tabs on, right, as, as a COO, running the company, when it's virtual,
one of the things I like to make sure I always have something really difficult to keep tabs on is body language. So when people don't have their cameras on, you can't really get a read of how they're doing as an individual. You know, if you were working in an office, you could say, Oh, you know, Heather is having a rough day today, because you know, something happened at school, or, you know, something happened with Brittany. Because you're able to see and read that energy of the person that's directly in front of you, as when you're remotely and people have their cameras off, you can't get a read for their body language, you can't really get to read if they're being, you know, honest, or just, you know, making up bullshit.
Joe Troyer 16:53
I think that one of the other things that I think I've found most difficult is culture when you run a virtual company, so everybody can tell already, you're very bubbly, smiley, you know, happy, and it's contagious, right? It's hard not to be that way talking with you. But if you run a company and you aren't Janelle, right, and you are bubbly, and happy, it can be hard to keep everybody happy in that culture of going and fun and inviting. What do you think are some things that we've done that have worked to, to manage and to keep a team virtual happy, right, and to keep that day to day satisfaction level high? Right, I think you know, you've done a really good job of that. And it hasn't always been that way.
So we have quite a few different things set up to establish a culture and sort of rhythm and cadence within the business. We have our daily huddles established, which all of our team reports on their accomplishments and successes throughout the day, things that they've had challenges with things that they want to celebrate. And there's also an area for them to share. It's called open mics so they can share whatever they want. And you know, that really puts a lot of conversations on the table and starts a lot of conversations amongst the team. And we're able to track trends that way, too. We also have a TGIF every Friday, and the entire company attends that meeting. And so that's where we have all of our company updates, we tell them whether we're on target off target target, what's what's new on our plate. So we have that established from you know, daily to weekly as well, we have a bunch of morale boost, I guess you can say, from you know, when it's someone's birthday to what is their anniversary, how long they've been with the company. And then of course, we always have rewards, too. We have our accolades channel in our Slack, where we give each other pats on the back, and even ourselves, pats on the back whenever we've done a good job. And all of those are celebrated on a weekly basis during our TGIF call, at the end of each month, we have an accolade winner for the person who got the most accolades throughout the month. So they're celebrated for all of the good that they did, and the impact that they had on the team. I think having an open door policy also helps quite a bit. You know, whenever there's issues or questions, no one ever hesitates to come and ask and get clarification on, you know, on anything that they have in mind. So having that open door policy and being open and communicating with your team on a daily basis, I think that really helped stablish our culture and all being on the same page working towards the same goal.
Joe Troyer 19:40
Definitely. And I think it's not just open door, but I think you've done a really good job of making it known that you accept feedback, right? And I don't have to be right like you're not obsessed with being right. It's about let's get the right outcome. Right. And if, if we're doing something wrong, tell me we're doing it wrong. If there's a better way, you think that there might be a better way, come on. Come talk like, let's, let's figure it out.
Oh, I think, you know, many more brains are better than one brain. So if ever I do something and you have feedback on it, and you, you know, there's a better way to do it. Like I said before, there's a bunch of different paths to get to the same solution. If you know, ultimately, you're trying to reach a goal that you know, and you have one path mapped out for that goal. That doesn't mean it's the best path and someone may look at your map and be like, you know what, there's a more direct route, let me show you, by all means show me I want the shortest route.
Joe Troyer 20:32
Definitely. So right now we have a team of roughly 30 plus people, um, depending on where that when this airs, there may be more. But hiring to us. And onboarding has become really, really important. Obviously, as we need the ability to scale up quickly, what do you think are kind of the keys to us being able to find the right people and put them in the right seats, so to speak.
So, um, I would say starting out with a very detailed outline as to exactly what you're wanting the position to be, what their KPIs are, what their goals are, what you're measuring them on. So you have a clear visual of what you want fulfilled in that role. From there, qualifying the candidates through different questions and making sure that as they come down the pipeline, they are qualified, they do meet the metrics that you're trying to measure, you know, they do have the skills and experience that you're looking for. And then as they come down the pipeline, then when you have your one on one interviews with them, vetting them out to make sure that not only would they do a phenomenal job, but they will also fit within the company and help you know, contribute to the growing culture that we have. So having an outline for each role that you have each position within the department, and then a set a set list of qualifying questions. So you can weed out those and save time and weed out those that you know, you really, really want to spend your energy on.
Joe Troyer 22:04
Yep, makes perfect sense. Yeah, I mean, we have weeks where we've on boarded two or three, or even four people, I think in a single week. And I think from the outside if somebody had done that before, right? I know, looking at that would be like holy crap, like seriously, like, how is that even possible? So I think, yeah, the tips that you gave were really good there.
But also, after onboarding, I wanted to add, if you have, like to have first 30 days of each, and is training already set up, you know, from what they're doing on day one to what they're going to be doing to day 30. So they know what they need to come in and do every day. Again, being a remote team, it's a lot harder to come into the office, and you don't see anybody because you're coming into your own office by yourself. But once you sit down and you have a plan that in front of you, okay, this is what I need to do today, this is the training I need to accomplish, not only does it make it really, really easy on the employee to come in and learn, but it also makes it a lot easier on the rest of the team. So that way, you're not throwing all of the resources you have in order to get this person up and running as well. 100%
Joe Troyer 23:07
Yeah, it can be really hard. If If you don't think that through your team spend so much time bringing somebody up to speed and and actually away from working on the end client result versus bringing the other person up to speed. And every time that you want to hire you need to hire because you need more throughput. But then at the same time, you're slowing down to get somebody else up to speed or multiple people up to speed. So if you're not careful, it can be it can be very, very daunting to onboard and train new people. So Janelle, you brought something up? You talked about one on ones, I think you've done at Invisible a great job with your kind of one on one meetings. Can you talk about what that means to you? And how those meetings flow? How can somebody ripp kind of your one on one meetings that you have throughout the company, and go do them for themselves.
So for each of my direct reports, I have a project management board, where everything that they do lives, dies and eats on that board, everything is on that board. If it's not on that board, they're in trouble. So when I have my one on one meetings, I go over all of the projects that they have outstanding or that they're working on, I go over any upcoming projects that needs to be accomplished. I also bring in anyone else that's working in that project so that way, we're all on the same page. But I also focus on development and I work on you know, these are areas of weakness, how can we improve them? And each week I go over those with, you know, on our one on ones, and I highlight, and I do it from a place where it's not. You know, this is your weak here like you need to improve this kind of thing. It's more of us. suggestive like, you know, what, what do you think if you know, you tried this, you know, how would that make you feel? Or do you think that would benefit you? Or do you think that that would you know, hurt you in the long run? What are your, what are your thoughts on it, and I kind of let them take it from there. And it's kind of, I like to, I like to say is I like to plant a bunch of little seeds, and then go around and water them.
Joe Troyer 25:23
I think if you can get anybody to think that it's their idea, right? But they're gonna be so much better off than if you say, go do this, and you need to do this, and you're not doing well with us. Right? So I think talking about it in a constructive way. How did it go? What's your feedback? Yeah. What are your thoughts? How do you think that could have went differently? How do you think we could improve, right? get somebody to think about taking ownership of the issue themselves, and telling you how they're going to deal with it without you having to say, this is what I want you to do?
Right? And my secret timeframe for establishing any sort of habits. I like people to try things for two weeks, just try for two weeks, and then we can reevaluate and see how it makes you feel. Because it takes two weeks to establish a habit. So I always have a minimum of two weeks, you got to try something.
Joe Troyer 26:14
Love it. Alright, so I'm watching the clock want to be cognizant of time. But let's talk real quick about our tech stack, so to speak at Invisible PPC. And when I say tech stack, I mean, what are the things? What are the tools that we use all day, every day? What are the systems that we use to keep us sane, and to help us really do things at the scale in which we do them every day?
Okay, deep dive. So of course, we utilize G Suite where we have Google Docs, Google Sheets, Google Drive, everything that we have is within G Suite. With that's one of our main platforms that we use for communication with our clients. And but we also have a Asana, which is mainly for internal. It's Joe's favorite thing in the whole wide world. Um, it's actually my favorite thing in the whole wide world. Everything that we do is within Asana, it makes it really easy to keep track of things, hold people accountable, allows you to set up deadlines. And then, you know, it's kind of like I like to describe a glorified checklist. Because that's essentially what it is. But it really helps you keep on track. And it's utilized as a resource. And one of the things I like to repetitively tell my team is I don't like Asana to ever be used as a checker like, Oh, my job is done. I don't have to do any more. No, Asana is a resource to help you achieve the ultimate goal. So the ultimate goal isn't in mind, and you know, let's say, you check a checkbox, and the goal still isn't achieved, your job's not done yet. Oh, keeping that in mind, too, when you're utilizing that platform. Because I have seen people fall into those bad habits. We also utilize Slack, a lot for all of our internal communication. Again, it creates that across the desk feel so it's as though you're in the same office with people without in the same office with people. There are a bunch of fun channels that we utilize. Within our slack. I Joe is laughing at zoom sales. But we also have, you know, things that boost morale, like invisible eats, where we post all of our pictures of our food, because you know, we love food. And then we have a dedicated channel for each of our departments. So that way, it stays directly related to the topic of discussion, we have a helpline channel as well, so that everyone within the company is on. So if anyone needs help with anything, they can immediately go and post that channel. And they get answers because they have everyone available to them to be able to use as a resource. And then trying to think we also have depending on the project we did, we of course, build a channel for that project until that project is complete, then we can archive the channel so that way we stay within topic. We utilize Dixie app. I talked earlier about having our daily stand ups. We are a team of over 30 people. So we were to have a daily stand up, it would probably take a little bit of time. So we reverted to utilizing 60 app, which is really cool. It's an add on for slack that accuse a person at the end of all you can set it at a time but accuse a person for us at the end of each day asking them different questions. What accomplishments Did you have today? any hiccups, challenges, celebrations, ideas you'd like to share and then open mic. So we utilize that on a daily basis and everyone is required to fill that out. So we're able to see you know, if anyone needs help anywhere, if anyone needs has any great ideas that they want to share. Which is really cool, because a bunch of really good ideas have come up with that. And then we also utilize it for making sure that we're staying on target. So each of our department heads has a different sort of questionnaire that they fill out and sharing that, you know, we're hitting the sales benchmark. So we're trying to hit that, you know, we're getting we're collecting at the rate that we're trying to collect that we're onboarding that the data that we're wanting to onboard at, you know, all of those different things. And we have that on a daily basis. So we can keep track how far off we are, to our monthly goal, we also utilize t sheets. So t sheets is more, it's definitely more for an employee, that's not like me, that has a very set day to day, this is what I come in, this is what I'm doing, this is what I know I need to work on. And it's really easy for them to keep track of how long they've spent on each project. It's a timing tool, so we can see exactly where our resources are going. And if you know, an individual needs more training in certain aspect of the company, or if you know, a particular client is taking longer than they should depending on their ad spend. So we're really able to see where we're, we're really, really successful. And we're we're really, really efficient. And then we're not so much we need to work a little bit. So like I said t sheets is very much for a person who comes in and has at least 15, 20 minute intervals where they're able to focus on one project at a time.
Joe Troyer 31:26
So do use t sheets
No, if you're anything like me, you will want to shoot yourself in the head using T sheets. So we do at least once a month, we do a time study for two weeks to make sure that we're using our time efficiently. And I tried to do my time study and T Sheet failed, I tried to do my time study just by hand just you know write in it on the side of my failed awful couldn't do it. I was finding I was spending way more time writing things down that I was able to focus on what I wanted to focus on. So there is this handy little tool called Toggl. And it's to GGL no E at the end. And I love the tool because it is the one tool I have that is able to keep up with me. If you look at my time study, you'll see I'll spend like 10 seconds here, 30 seconds here, two minutes here. And I just kind of bounce around depending on where I'm needed most or you know, my train of thought if I'm sparking idea. So I use toggle and I'm able to do time studies based off of toggle. So that's probably one of my favorite tools. And then I'm trying to think what else we use off the top of my head that on a day to day basis. But oh, Ninja Cat for our reporting.
It's a love hate relationship. it's very split down the middle. Because I love the insight that we get off of our reporting from Ninja Cat and our Ninja Cat reporting. And I'm sure many of you use it. It's to keep track of where our accounts are, if they're, you know, meeting goals or not meeting goal. Yes, you know, sometimes it has really great days where you know, it works exactly the way I want it to work to give me the info I want. And you know, some days, I'm just like, Oh my gosh, I just want to bang my head against the wall. This is taking so long.
Joe Troyer 33:23
Yeah, that will happen. I think the only thing we didn't mention is like, you know, we use like Unbounce for landing pages. But that's kind of a specific tool that's not necessarily a top level management tool, or cadence tool, so to speak more just a deliverable tool. But I think that's really it for like the main tech stack. But even if we say that tool included, that's really about all of the software throughout the whole company, if we talk about if we throw unbounce on there, too, right? I don't think we're we're really missing almost anything.
Yeah, those are those are all of them.
Joe Troyer 34:02
Okay, perfect. So I want to wrap it up here. This has been awesome. Janelle. What do you think we missed? What do you think we missed in today's conversation? Any questions come to mind or topics that you think maybe we should have talked about,
I just want to drive home the point of communication, how that's extremely important throughout the team, making sure that everyone is on the same page and has an understanding of what you're trying to accomplish. Because without that, if you're all steering the boat in a different direction, you're not going to go anywhere. So making sure that you're all rowing at the same time in the same rhythm on the same page know exactly where you're going. I think that is the most important keys to success.
Joe Troyer 34:45
Definitely. I can say that you definitely do a great job of that. I think that any real integrator I think will help with the communication. If you got a visionary like me or even worse if you got two visionaries in one company like Robin and I, It can be really hard to share that vision and to slow down. And to paint that big picture. But it's so necessary. And I think one of the big things that we've done is, is really slow down to speed up and make sure that the team understands why we're doing the things that we're doing and how everything kind of interconnects. And I think that that will obviously help your your COO big time be able to communicate that message effectively. Because, you know, everybody on the team understands the bigger picture.
And not only that, they have the buy into the bigger picture, too, because they feel that they're a part of it. They're they're contributing to the bottom line, and they're moving that needle, they're helping move that needle. So having that buy in, and you know, that communication to get that buy in? I think that that's great.
Joe Troyer 35:47
No, I think that's that's a great point, I think the other thing, I'd be remiss to say is like, people missing a deadline never understood what comes next in the process, or what the bigger project really looked like. And so being late was just like I'm late, like there was no ramifications for being late. But when they see the big picture, and this is where we're going, and we're all as a company, 30 plus people moving towards this as the goal. It's like crap, if I'm late that stops Brittany from this, and then that hangs up Heather on this. And then Janelle is gonna be mad because the project's off track. Like, it's like, you know, it's the 10 car pileup, and they can see how that really affects the project in a much bigger picture. And I know, in the past, it wasn't very easy to spot that. So it's like, yeah, I'm a day late, no problem, you know, and we've been able to turn that around a lot, I feel like, but people really understanding the bigger picture.
And it helps to when we've been utilizing Funnel Maps a lot to be able to get that bigger picture and break it down visually. And because a lot of people are visual learners, and they do get get information from a visual aspect. So having that visual there and saying, you know, this is, this is what we're going, this is where we're going, these are the steps to get there. And this is everything we need within each just picture where we're able to share it is also extremely important.
Joe Troyer 37:15
Perfect. This has been awesome. So Janelle wrapping it up one last question. So at the end of every podcast, I always recommend or I was asked my podcast guests for a book recommendation. And so for me, I'm a voracious reader, I love reading, but I've made it okay with myself to to, to stop reading books. And what I mean is I'm either going to pick up the book, and I'm going to read it in like a couple of days, or I'm going to read the first chapter. And I've now made it okay to just stop reading it. Because I will find that then I don't read like, it'll take me a month to read something if I don't like it. And I used to, like have the the thought process like I got to finish every book that I start. No, I don't I don't have to. And I let myself get off the hook with that one. But now that I've found that I'm okay with that. I really take books more seriously. Right. And I love reading them actually a lot more. Because I know if I'm not okay with it, I'm just going to toss it. So with each guest, I love having them on because I want to pick their brain for my audience and for myself, right. So I'm curious with your point of view, what's what's a really good book that has changed the way that that you run Invisible PPC, that you run your life the way that you do?
Rob is going to laugh when he hears this? It's never lose a customer again.
Joe Troyer 38:39
Oh,all right. So well
He has been talking to me about this book for a while I finally have picked it up and I've been reading it. And one, it's a great read. It's extremely well written and easy to follow. It's not boring, it doesn't have any of that boring jargon that you know a lot of books have. But I love it because it's all based on the human experience. And following a person through her journey as they're purchasing goods, or as you know, there. And just even the different chemical connections that happen while they're going through the human experience really gives you a much deeper understanding as to where a buyer is in their journey, and how to essentially essentially maximize that experience. So they're getting the best experience possible. Um, I've been utilizing a lot of that when it comes to looking at our client journey. And not only that, it helps with retention too, because you can't grow if you're bleeding. Never lose a customer again, is one that I would recommend to everyone. It's a great read. I've loved it so far.
Joe Troyer 39:48
Perfect. So that's actually sitting in Audible, that'll probably be the next one I read. So thank you so much for that recommendation Janelle and thanks for coming on the show. I really hope that everybody got a really good understanding of what What it means to work with an integrator, what it means to bring on a COO? Well, what are some of the hang ups? What are some of the gotchas? What are some of the best practices, and they have a little bit of a clear guide on how to go implement this for themselves. So thanks so much now really appreciate it. And I hope you guys enjoyed this episode of Show me your nuggets. I mean, show me the nuggets.