Products & IP

How to be a services leader in the cloud’s third wave

May 25, 2021 by Chris Barbin Leave a Comment

Something big is happening in the cloud computing space. Salesforce calls it Cloud 3.0. We call it the cloud’s third wave. Far too many call it simply digital transformation. Whatever you call it, there is a perfect storm happening right now, with multiple forces coming together to drive more mindshare and more money into cloud technology and the vendors that play in that space.

The first force is no surprise to anyone — the pandemic. COVID dramatically accelerated digital initiatives inside most companies. As Satya Nadalla, the CEO of Microsoft put in, “we saw two years’ worth of digital transformation in two months.” Those initiatives aren’t slowing. In fact, they’re accelerating.

The second force is the maturation of cloud computing. Businesses of every size have bought into the cloud model, and are finding new and creative ways to embed it into their business and customer-facing processes. A maturing space also brings a bigger, more diverse group of vendors, which means more choice for customers, and unfortunately, more complexity.

A third force is the surplus of capital in the market today. Consider just some of these stats:

Cloud companies now have a $2 trillion market cap (Bessemer)
In 2020 alone, $186 billion was invested into private cloud companies (Bessemer)
In Q4 2020 alone, five cloud vendors generated $37 billion in revenue (Cloud Wars)
45 cloud consultancies were acquired in the first 5 months of 2021 with an aggregate value of more than $3 billion (Tercera/451 Research)

Most entrepreneurs and investors will tell you at least 50% of success is being in the right place at the right time, and for those in cloud services, you couldn’t pick a better time. But being in the right place at the right time is only half of the equation. The other half comes down to execution, and building and scaling a business (especially a services business) in the cloud’s third wave looks far different than it did 20 years ago.

As an operator in the services space for more than 25 years, a founder of one of the earliest cloud consultancies, and now an investor and advisor to the next generation of cloud consultancies, I’ve seen the evolution of cloud services first hand. So has Jeff Kaplan, the founder of THINKstrategies, a strategic consulting firm focused on the business implications of transitioning from product-centric to services-centric business models.

Jeff has been a thought leader in both services and cloud computing for three decades. He’s a respected industry analyst, and is now a strategy and go-to-market advisor for Tercera’s portfolio companies. He’s seen A LOT over the years, so when it came down to documenting what’s going on at the intersection of cloud and services right now, I couldn’t think of a better partner.

Our newest ebook, What It Takes to Be a Services Leader in the Cloud’s Third Wave, covers the evolution of cloud computing, the new players in the space, as well as the business models, labor models and skills that consultancies need if they want to succeed in the third wave.

Jeff and I will be holding a webinar and live Q&A about the third wave and some of the concepts in this ebook on Thursday, June 3 at 10am ET. To join that webinar (or access the recording), register here.

We hope you’ll join us!

Building a smarter strategy for international expansion

May 18, 2021 by Jean Manaud Leave a Comment

Today, international expansion is top of mind for most professional services firms. Expanding into new territory can not only strengthen your market positioning, help drive revenue growth and expand your customer base, it can also diversify your businesses and give you greater access to talent. That last aspect may be the most urgent need these days, as companies around the world scramble to find people with the tech skills needed for the third wave of cloud computing.

Expanding into new regions and countries can bring a host of benefits, but it shouldn’t be taken lightly. It requires capital to build a new presence in a new location, as well as time, focus and resources from a firm’s leadership team.

Global expansion can be costly and bumpy if you aren’t ready, so getting the timing right is important — something I’ve learned first-hand after two decades in professional services, leading international operations across 40 countries, and founding one of the first Workday and ServiceNow consulting firms in Europe. This 2-part blog series is meant to relay what I’ve learned about the opportunities and challenges of international expansion based on that experience.

In this blog, I’ll cover topics such as how to know when it’s the right time to expand, how to prepare for the risks that come with that expansion, and how to think about an effective strategy. In part 2, I’ll talk about how to execute an operating framework for expansion, which I call “the country playbook.”

Let’s start with the first big question.

Is it the right time to expand?

Services companies initiate global expansion for any number of reasons. Maybe it’s an opportunity that can’t be missed, like a proactive request from an important customer or your main technology partner. Perhaps it’s a need to diversify your revenue or customer base. Maybe it’s something being pushed by your board, or a suggestion from the leadership team to capitalize on your momentum and desire to become a global leader.

No matter what the catalyst is for these conversations, it’s easy to get caught up in the idea of a new opportunity and hard to take a step back and think: “Is this the right time?” or “What is the optimum pace?” So, how do you know when you’re ready to expand? There is rarely a black and white answer to this question, but consider the following questions:

Are you currently thriving in your home base? Is your business stable?
Have you passed a critical size in your home country?
Do you have a strong leadership team and culture in place to be a foundation for other regions?
Do you have the necessary financial resources or capital to expand?
Do you have commitment from your board and broader management team to make the leap?

If you can answer yes to most or all of these questions, it may be a good time to make the move.

Are you prepared for the risks?

As you undertake international expansion, there are many challenges that could impede your success. It’s imperative that you think through each of these challenges and work solutions into your strategy and plans. Here are a few of the barriers and risks that come up time and again:

Financial costs. Don’t underestimate the lead time and investment needed to start and build a presence in a new country. You will need at minimum an in-country team to handle the customer-facing roles (e.g. consulting leaders, sales, project managers and/or solution architects) while you leverage the rest of your organization to deliver projects. It takes time to hire your local presence and time to ramp up a minimum billability.
Cultural impact. In a people-based business, few things matter more than culture. While there may be certain cultural nuances based on the region you are in and the region you are planning to enter, there should be some consistency in how your employees, customers and partners interact with your company. To ensure your culture feeds into your new locations, you’ll want to have a set of guiding principles and processes that in-country leaders and employees can use to ensure your culture is performing, regardless of location.
Management distraction. You need your leaders to be focused on your business, and expanding into new markets will naturally create distractions for your management team. One way to mitigate this is by following a fractal growth pattern, expanding country-by-country and building off existing practice areas or IP rather than trying to open too many countries at once or launching a completely new service line in a new country.
Talent sourcing. You will not establish yourself in a new market without the right leadership and team. If your company doesn’t have an established brand in the market, recruiting the right talent won’t be easy. How will you mitigate this? Will you lift and shift current team members to a new market, or pay to hire a local recruiter? If you move existing team members, how will they work within the region’s cultural norms and languages?

Do you have the right strategy to be successful?

Once you understand the risks, it’s time to create a plan for success. Below are four areas that will help you develop a successful expansion strategy, and at the same time, create an effective business case to get buy-in from your board and stakeholders.

Align with your technology partners

Most services businesses rely heavily on technology partnerships. If that’s the case for your business, which it probably is, the first thing you want to do when developing your international strategy is to align with your primary technology partners or Independent Software Vendors (ISVs).

Here are some questions to consider:

What countries/regions are your ISV partners in today? What is their growth in those regions?
How established are they in these markets?
How strong are they at sales and marketing? Do they need a partner to help them bring in business, or is their biggest need on the service delivery side?
How open or closed is your ISV’s partner ecosystem? Do they welcome new entrants to an ecosystem, or do they prefer to curate their partners? How controlling are they with who gets access to their sales teams and customers in the region?
What certifications will you need to be marketable in the region?
How supportive are they about you entering a particular market?

This last question is especially important. If the country GM and sales leadership for your primary partner isn’t supportive of you entering their region, it is going to be an uphill battle. They need to see how you can help their interests in the region, and know the unique value you bring to their sales team and customer base that others can’t.

Assess the market opportunities

To ensure there is room for your services to thrive within a given country or region, you need to start by evaluating the maturity of different markets, the opportunity in each market and the competition that currently exists there.

Here are a few questions to help with your due diligence:

What is the market’s size, maturity and growth rate?
How saturated is the market today?
How receptive are your partners and customers to you operating in a given market?
How easy is it to enter that market (e.g. language, timezone, understanding of the local culture)
Would your entry reshuffle the ecosystem in the targeted country?
Does this create possible tactical strategies which could create new opportunities and/or de-risk your entry, such as partnering with local Global System Integrators or local management consulting firms?

Consider organizing your expansion by “classes” of countries and then map out your pace. How many can you expand into at once? Some companies will want to enter a market as soon as their technology partners begin to gain any traction there, while others might prefer to wait until there is a bigger customer base to serve. There are risks in each approach. If you go in too early, you may need to invest more time and capital to build demand alongside your partner. If you wait, you risk letting competitors build up competencies and become that valued partner. Again, there may be no perfect answer or time, but it’s important to talk through these risks with your leadership team.

Refine your tactical approach

Having a clear, compelling and consistent value proposition is important for any business, but it becomes especially important when recruiting a new team and establishing yourself with a new set of customers and partners. Start by remembering what made you successful in your home country in the first place – qualities like your founding team’s credentials, your culture, your team’s unique skills and expertise, track record of success, customer network and ability to deliver results fast.

From there, outline how you’ll differentiate your business in this new market and what partners and customers value the most. You’ll want to combine your market analysis with an understanding of your strengths, and build a value proposition that reflects this combination. What intellectual property or potential sales assets can you bring over to this new region, and what you might need to rebuild? Can you localize a preconfigured solution for a specific vertical market or bring an accelerator that is non existent in your new target market?

Refining your approach to this new market requires having an understanding of the customers in that market, not just based on assumptions. There may be an entirely new set of regulations or operating norms for businesses in that region that you aren’t aware of. It might help to start small, by targeting a certain segment of customers or industries where you can leverage your existing references and credentials or launching only a subset of your services portfolio.

Develop your country playbook

Once you are certain you’re ready to expand, have narrowed in on the country or countries you know hold the greatest chance for success, have aligned with partners, and have a basic understanding of how you’ll approach the expansion, it’s time to start building your operating model.

I call this your country playbook, and it’s essentially a documented framework that lays out what you’re trying to achieve for the business at a country level. It’s a more detailed plan for how you will execute in a new market that ensures that you, the teams in your existing home base, and your country leader are fully aligned.

In my next post, I dig deeper into how to create a country playbook, the areas it should address and how it can help you create a consistent, repeatable process for international expansion.

The case for verticalizing your cloud services portfolio

April 28, 2021 by Hiral Chandrana Leave a Comment

We are living in a world that is becoming increasingly specialized, from how we consume information, to the brands we buy, to the resiliency in supply chains. This has become increasingly true post-pandemic as companies look to adapt and transform their business models. That focus on specialization is happening in cloud computing as well.

Industry-aligned cloud solutions and companies are taking the market by storm, so it shouldn’t be a surprise that the same is happening in cloud-focused professional services, where combining business process and industry expertise is critical to deliver innovations faster. If you are a cloud IT services firm who doesn’t have an industry-driven approach in your portfolio, you may be ignoring a critical path to delivering sustainable value to your customers.

If you are a cloud IT services firm who doesn’t have an industry-driven approach in your portfolio, you may be ignoring a critical path to delivering sustainable value to your customers.

In its 2021 State of the Cloud report, Bessemer Venture Partners predicts that “the vertical SaaS wave will become a tsunami” in the coming year. Veeva, a cloud-based CRM company focused on the life sciences industry, is perhaps the most cited example. With nearly $1.5 billion in annual revenue, Veeva continues to grow 33% year over year. Brightwheel, Procore, Majesco are just a few other vertically oriented SaaS companies. The larger cloud platforms (e.g. Salesforce, Microsoft, Adobe, AWS) have also been placing a larger emphasis on verticals over the past decade.

During the first two waves of cloud computing, software providers focused on building out their underlying platforms, leaving it to services partners and clients to customize and integrate them into industry-specific business processes. That worked well, but it leaves customers to finish the job — to manage and evolve those platforms to serve a business that is always changing.

In the cloud’s third wave, customers are looking for more help guiding them in the context of their business. That need is accentuated in regulated industries such as healthcare, financial services and government agencies that have specialized security requirements and risks. For example, a digital healthcare solution may require an operational transformation, analytics and workflow redesign, but it also needs a deep understanding of what patient/clinician engagement looks like across the value chain and how that aligns with HIPAA compliance.

Breaking the horizontal mindset

Specializing in one or two verticals is a smart move for almost any cloud-driven services firm. Unfortunately, many have been slow to adopt an industry-focused approach for a couple of underlying reasons. First is the assumption that you need to be at scale to verticalize. Many companies think they’re too small or simply don’t have the resources to do it well. The second revolves around fear. Fear that it requires significant effort without immediate ROI, or that they might pick the wrong industry, or that it will limit them in some way.

Let’s start with the scale issue. When consultancies get started, many begin with a more general approach to build their customer base and reputation with channel partners. The natural inclination for many founders, especially those who are technologists rather than industry experts, is to build up the firm around a specific platform or technical capability, rather than specializing in an industry. However with a generic approach, differentiation starts to diminish over time as more partners enter a space and there is a risk for services to be commoditized.

However with a generic approach, differentiation starts to diminish over time as more partners enter a space and there is a risk for services to be commoditized.

An interesting case study for verticalizing a portfolio is Onica, a cloud specialist in Amazon Web Services (AWS) consulting and managed services, which was a spin-off from a larger IT services firm. It delivered cloud migrations, big data and cloud-native development with a razor-sharp focus on AWS, but in parallel, also strengthened its competency in industrial and manufacturing oriented solutions with IoT and AWS. Onica was <$50 million at one point when it started focusing on industry solutions and grew 800% from 2016 to 2018. In late 2019, it was acquired by Rackspace for $323 million.

To alleviate initial fears, a vertical approach doesn’t have to be big-bang. A lesson from the above case study is the approach can be incremental and complementary to what a firm is already doing. For example, it may make sense to start with an industry-specific accelerator that speeds delivery or sets you apart in your go-to-market. Cloud vendors have made it a lot easier to create vertical IP and reusable assets by architecting their platforms to be more open and accessible. Or instead of building organically, consider a tuck-in M&A transaction to get the industry vertical expertise needed.

The bottom line is you no longer need the scale and resources of an Accenture or Deloitte to have a vertical play. It’s less about size, and more about having focus, picking the right vertical and partner(s) for that industry, and having confidence in your strategy.

When it comes to developing the right strategy, here are five areas where I recommend focusing your efforts: 1) Target your industry bets; 2) Align with your partners; 3) Co-create with customers; 4) Innovate at the intersections; 5) Tie your strategy to execution.

Target your Industry bets

Not all industries are created equal — like people they come in different sizes, and have different requirements, and not all will be the right match for you. The traditional approach is to look at the Total Addressable Market (TAM). David Kidder, CEO of Bionic and author of the book “New to Big” instead suggests looking at the Total Addressable Problem (TAP). According to David, “the TAP model is based on discovering brand new customer problems or uncovering new untapped markets and that can lead to exponential growth.”

The TAP model, disruptive trends, unique expertise, and industry micro-segmentation should all play a role in finalizing your industry bets. The goal shouldn’t just be to have an offering in the space, it’s to be positioned within the top three service providers for that particular vertical or micro-vertical.

Start by looking at your unique expertise, and the verticals or micro-verticals that are a fit for that expertise. A great example of this is Snowflake, the cloud data platform that allows businesses to unlock insight from data. Snowflake’s financial services solution provides a strict approach for security and regulatory compliance that can be tailored to the needs of customers in banking, insurance, or mortgages. It is the services partner’s role to implement, integrate and amplify the solution.

If you’re a cloud services firm aligned to Snowflake helping clients monetize the large amounts of data being generated in financial services industries, don’t stop at banking or insurance. Instead specialize further in micro-verticals such as consumer finance, commercial banking, life insurance or property & casualty insurance. Or think through how you can help clients create new fintech offerings that take advantage of the disruptions happening in eCommerce and cryptocurrency.

The TAP model, disruptive trends, unique expertise, and industry micro-segmentation should all play a role in finalizing your industry bets. The goal shouldn’t just be to have an offering in the space, it’s to be positioned within the top three service providers for that particular vertical or micro-vertical.

Align with your partners

The partner ecosystems for large cloud platforms have grown substantially in the last two decades. Salesforce alone has more than 1,600 services partners around the world. As cloud vendors look to expand market share, they are looking to consultancies to create industry-specific solutions that add stickiness to their platforms. To differentiate in an increasingly crowded space, more and more early-stage services firms are now leaning in on a vertical orientation.

If you are a service provider focused on a particular vendor’s platform, it’s important to understand that vendor’s vertical strategy. In most cases, they probably have one. If not, perhaps that’s an opportunity to add value or fill a gap in their go-to-market strategy. What industry roadmap has the cloud platform provider laid out for growth? How does that align with your strengths, customer base or future bets?

When ServiceNow first announced their industry bets, they started with financial services and telecom. As ServiceNow grew from IT service management to customer/employee workflows to AIOps, it has continued to build on its domain capabilities. The company now specializes in more than 10 industries, from healthcare to public sector to manufacturing to retail and logistics. In a statement last year, ServiceNow CEO Bill McDermott said, “by creating industry-specific solutions, delivered through a partner-led model, we can better address the unique challenges that companies in key vertical markets face.”

Co-create with customers

Picking one or two anchor customers can make a big difference in how quickly you can gain traction with a vertical strategy, and the positive reference that will help you get the next set of case studies and references. You might start with an existing customer or identify a customer to pursue in parallel with your vendor partner.

By working hand in hand with customers you will avoid the classic trap of a solution looking for a problem. The bottom line, make the customer part of the solution.

Whether you’re working alongside your cloud vendor partner or directly with the client, attach yourself to a strategic and well funded program. Many companies have roles solely focused on future innovations, titles such as Chief Digital Officer or Chief Growth Officer. Find a customer willing to wade into uncharted territories with you and co-create some intellectual property for an industry problem that hasn’t been solved or is just emerging.

Innovate at intersections

There will always be historic and economic events, such as the financial recession or recent pandemic, that drive new levels of innovation, but smaller disruptions shift markets all the time. It’s important to be on the lookout for signals and trends while betting on the future. For example, renowned futurist Amy Webb recently released the 2021 Emerging Tech Trends report and talks about health care as the next battleground for big-tech and how drone delivery will disrupt transportation & logistics industries.

Also, industry lines are blurring. This can be seen in retail solutions that create a connected consumer experience across various points in the shopper journey, or a media solution that engage audiences across channels, or a solution that provides banking customers with a consistent streamlined experience across different interactions. There is a lot to leverage across industries and in some cases it might make sense to build your differentiation/IP around a business process that cuts across 2-3 different industries. A classic success story is Adobe’s experience platform that can be tailored to provide personalized marketing solutions across various industries.

In the Salesforce economy, several services partners have focused on a cross-section of business processes like Configure-Price-Quote (CPQ) or eCommerce. In this example, partners could take it one step further and create a differentiated solution for B2B industries (e.g. manufacturing or hi-tech) where CPQ and commerce are integrated to drive business outcomes across the “Quote to Cash” value chain.

Whether it’s between industries, between business processes, or between technologies, innovation is amplified at the intersections.

We’re also seeing firms create use cases that incorporate and integrate big data, automation, or the disruptive application of 5G and AI across industries to differentiate. Whether it’s between industries, between business processes, or between technologies, innovation is amplified at the intersections.

Tie strategy to execution

Tying strategy to execution seems rather intuitive, but too many companies don’t go deep enough when laying out how they are going to be successful in this new space. An effective vertical strategy requires more than some IP or people with relevant skills. It requires an understanding of the unique sales and procurement processes within the industry, and an effective customer engagement model with top notch resources. How should your Go-to-Market plans (GTM) change, and what people and processes do you need to have in place, to pivot to a vertical focus?

Once you know that, find the right talent to build into that customer engagement model. In many cases, you might need to hire outside experts. People who have lived and worked in that industry, who understand the unique nuances, terminology, challenges, and opportunities in the space. In some cases, you might already have the right people and just need to cross train them through shadow or train the trainer programs.

As you progress and gain more customers in a given industry, or expand into new ones, you can grow your IP and build your team accordingly. Be prepared that results will not come overnight, but once you tie your holistic strategy to the execution plan, the potential upside can be exponential with the right bets and partnerships.

Conclusion

Taking a verticalized approach to a services portfolio isn’t a new concept. Large software companies have been pushing their services partners in this direction for more than a decade, and as cloud vendors mature they are following suit.

To compete in this market, third wave cloud consultancies will need to specialize in some way. While some may specialize in specific platform capabilities or at business process intersections, many can do it through an industry approach. In some cases, a hybrid strategy might be best. Whatever your strategy is today, you should be experimenting. You must be willing to work a year or likely more with the right investments before you see real ROI. You’re learning through the process, creating assets, repeatable practices, refining capabilities, etc.

To compete in this market, third wave cloud consultancies will need to specialize in some way. While some may specialize in specific platform capabilities or at business process intersections, many can do it through an industry approach.

A final thought: it’s good to start your journey with the end in mind, but remember, in the end, it is the journey that will matter. To be successful in the third wave of cloud, you will have to adapt quickly along the way, integrate new cloud technologies and business models to drive digital innovations for your clients. A salute to the non-profit organizations who worked tirelessly through the pandemic to protect and save lives.

Tercera’s best practices, playbooks and growth capital may be able to guide your success in this competitive environment, where differentiation now is more critical than ever. If you think Tercera can help, send the team a message here.

Empowering growth-focused businesses and people

January 20, 2021 by Tercera Team Leave a Comment

We’re on a mission to change the equation for people-based businesses.

Companies and leaders come to a certain juncture in their journey when it’s necessary to rethink the approach that gotten them to where they are. Growing to $5M in revenue is not easy, but in those early stages, a powerful vision, a few talented people and customers and sheer brute force can get you pretty far. However, what might fuel initial growth spurts cannot necessarily sustain a company in the long-term. Growing an organization north of $100M takes a different approach and a different set of skills.

Not every leader is ready to scale their company beyond that first plateau, which is why the world is packed with hundreds of thousands of small professional services firms that do amazing work, but never get beyond $5M or $10M. As experts agree, it takes a growth mindset and more process-oriented approach to build something that goes beyond that, something that endures.

Our goal at Tercera is to identify those who are ready, who do have that growth mindset. And then to empower them with the capital, counsel and connections they need to grow bigger and faster than they could without help.

We believe capital is the easy part. There are plenty of equity partners out there, but finding one that really understands your space and can provide the specific counsel and guidance you need to get beyond those first few plateaus of growth is difficult. This is where the magic of our methodology and advisor community comes into play.

Tercera’s 5 Elements Methodology

We developed Tercera’s 5 Elements for Scale based on decades of experience operating and selling professional services businesses. It is the framework we use when evaluating potential portfolio partners, the methodology we use during our first 100 days of working with a partner to prioritize where investments can make a difference, and how we look at building out our Advisor network. Over the years, we’ve found that most companies are great in one or two areas, good in a couple more, but could use help in the others.

Our 5 Elements for Scale are broken up into (this should not surprise you) 5 areas:

Leadership & Talent: The people piece of the puzzle, always integral to the success of any company, is critical in a professional services company. In this area, we look at everything from the strength of an organization’s culture and diversity, to its recruiting and onboarding capabilities, to its leadership development and overall talent management processes.

Corporate Strategy: In early stage growth mode, many leadership teams lean more towards execution than strategy. For sustainable growth, you need both. This element looks at a firm’s strategic planning process, brand and marketing capabilities, sales and account management strategy, and how M&A and international expansion come into play.

Solutions & IP: The professional services firms that will lead in the cloud’s Third Wave will offer a different set of skills and delivery models than those who led in previous waves. Expertise in cybersecurity, AI, DevOps, and hybrid cloud operations are needed more than ever, and vertical IP and productized solutions are no longer nice to have, but must haves. This element looks at a firm’s overall portfolio, reusable assets, product roadmap and more.

Channels & Partnerships: For services companies, success often depends on going to market with the right ISV as well as creating the right partnerships to grow revenue, attract customers, and expand awareness. This element looks at a firms’ overall market positioning, alliances strategy, channel marketing and adjacent partnerships.

Operations & Processes: While this element may be listed last, we find it’s the one with which most younger services firms need the most help. Startups tend to look at process as a bad thing, but when it comes to scaling, having solid processes matters a lot. Those firms that are buttoned up in how they manage their financials, delivery operations, talent, marketing and sales processes have a big leg up on the competition.

Growth comes from all directions

While we believe this methodology can make a huge difference in preparing leaders and their organizations for that next phase of growth, if it falls upon deaf ears, it’s of little value. This is why we look for potential portfolio partners with a growth mindset — specifically, founders who are coachable and open to change. Not because we want to change everything about a company or tell founders how to run their business, but because every great company goes through periods of change, transition, and even reinvention. And we want to work with great companies.

When we say coachability, it means people who are open to feedback, self-aware, good listeners and lifelong learners. You’d be surprised at how easy these traits are to recognize, even in first meetings. Coachability is a key trait shared among leaders with the highest potential and it’s integral to building trusting relationships. People want to work with and for leaders who know their own strengths and limitations, who can acknowledge problems when they arise, and who surround themselves with others that have that same mindset.

If that sounds like you, and you are ready to do bigger things with your business, hit us up here.