Latest / Big Talk About Small Business / Process Over People: Fixing Key-Person Risk with Jimmy Lewis

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Process Over People: Fixing Key-Person Risk with Jimmy Lewis · Big Talk About Small Business

• 0:09
  Speaker 1: Hello, everybody, and welcome to another episode
• 0:13
  Speaker 2: big Talk about smallbusiness.com.
• 0:19
  Speaker 1: And obviously that was the best intro since I started
• 0:21
  Speaker 2: it this morning. Yeah. It was. You did a
• 0:24
  Speaker 1: good job. Barks, I actually been watching our past episodes, and I've been really disappointed in in Mark's week's, ability to open this up properly. So I'm now officially taking over in. You're welcome.
• 0:36
  Speaker 2: Deliberately mispronouncing my name. Love that. Clive Weiser. Clive Weiser. Remember that.
• 0:46
  Speaker 1: All right. No, Mike, you do a good job, man. I'm going keep you as a cohost. All right. Yeah.
• 0:51
  I've been thinking a lot over the weekend. Really good luck the time
• 0:54
  Speaker 2: you're talking to me.
• 0:56
  Speaker 1: Yeah, I was doing a lot of strategy, a lot of contemplation about where I am, who I am in life. Yeah. But I was looking at you going, should I, or should I allowed him to still be on my show?
• 1:07
  Speaker 2: Yeah. That's kind of the way I felt about you as being one of our investors in one of the companies. As I wrote a chat online, excuse me, sent a wire.
• 1:18
  Speaker 1: Oh, okay.
• 1:19
  Speaker 2: Well, that's another subject. That was a dang, man. Look what? I mean, you're a really hard time. I mean, you wanna have a plug.
• 1:27
  Speaker 1: I'm gonna back off now. We got guests today. We better We do. We have Jimmy Lewis with us today. Jimmy, appreciate you being on the show.
• 1:38
  I know that our audience is gonna get a lot of value out for hearing your story
• 1:42
  Speaker 3: and your
• 1:43
  Speaker 1: thought process on entrepreneurship and all that good stuff. Why don't you let's kick us off to a little bit about yourself. What is your company? What do you do? How long have you been around, etcetera?
• 1:55
  Speaker 3: All right. I'm Jimmy Lewis, co founder and CEO of a company called True Focus Automation based out of Plano, Texas. I've been in the title insurance and mortgage industry for the past twenty three years or so. Originally from the Midwest, currently in Texas, but Midwest kid, kind of like you guys there in Arkansas.
• 2:16
  Speaker 2: Where in the Midwest, Jimmy? Omaha. Omaha. Okay. Yeah.
• 2:20
  That is the Midwest.
• 2:22
  Speaker 3: Oh, yeah. Big Husker fan, alumni and all that, born and raised there. So but, yeah, been in Texas since '99. And my partner and I started True Focus Automation in 2018. So we're coming up on our eighth year, eighth anniversary at the end of November.
• 2:38
  And what we're doing is automating all things related to title, mortgage, appraisal, real estate. So anything that's manual, repetitive, time consuming, tedious or boring, prone to human error or typos, we look to automate it. And so that's our background. We came from an outsourcing space. My partner and I worked together starting back in 2006.
• 3:04
  I left the company in 2014, and he reached back out a few years later and said, Hey, I helped your former employer kick off their RPA, Robotic Process Automation practice. And I think with your connections and my knowledge, we could potentially build something here. So that's really what we've been doing for the last eight years is all the stuff that folks used to outsource to us. We're saying, hey, if you can outsource it, and it's going offshore in most cases, not all cases, that's work we should look at potentially automate. So that's where the idea of TrueFocus came about.
• 3:42
  Speaker 1: And you're talking about like in those specific fields, the title mortgage industry, correct?
• 3:48
  Speaker 3: Yeah. Yeah. We really are kind of specialists, niche player in that market we really haven't gone after. I mean, we've thought about education, government, health care, manufacturing, but all of our skill sets and background and knowledge is primarily in the real estate industry, if you want to call it real estate, mortgage and title insurance. And so that's really where we focused at.
• 4:13
  And people appreciate that. There are a lot of folks who come into the market who have a tech background, but not necessarily an industry or domain knowledge. And we provide the best of both worlds there.
• 4:23
  Speaker 1: And so is this a SaaS? I mean, is it something that people buy? Or do you actually do custom type of workflows?
• 4:31
  Speaker 3: We do both. So primarily, we started out as a custom bill. About two or three years in, we came up with a solution that was it's called Title Hunter. It's our automated title search platform. What people do is, hey, if you've a property and you want to run a search on it to see the ownership history, liens and judgments, taxes, and all that on the property, we automated that, and we charge a transactional rate for you to push orders through that system.
• 5:03
  So we have a few tools, a few solutions like that. The others, we're split about fifty-fifty. About half of our business is that software as a service model where you pay transactionally, the other half is custom bot. So folks come to us and say, I've got this process. As I said, it's manual, time consuming, and I just really want to take it off of my staff's plate.
• 5:23
  Do you think you can automate it? And typically, we can. We set up a call where we're just doing a shadow session on Zoom or Teams. And within thirty minutes or an hour, we can pretty much tell you, yes, is something we can automate or, No, this is something you shouldn't be looking at automating.
• 5:42
  Speaker 2: That's Eric's domain. He knows a lot about SaaS automation. I mean, he had a marketing services company where they actually created a tool that they used to... I guess it was help people put listings on walmart.com, and then he greatly enhanced that and turned that into a business where they sold that product.
• 6:06
  Speaker 1: Yeah. I mean, I do appreciate, like, it's kind of similar discussion in a the same type of approach there that we're... You know, because you dig into, like, your... You know, if you got a title company, right, that's that's doing all the closing documentation and all these... I mean, I actually used to work in a title company back then.
• 6:23
  Speaker 2: I forgot that.
• 6:24
  Speaker 3: Oh, okay.
• 6:25
  Speaker 1: Yeah. I was... Well, I was a mortgage lender, and I was a title... I did title... I started out title, but I was the cookie man.
• 6:32
  Speaker 2: That's right.
• 6:32
  Speaker 1: My job was us in sales. I'd run out on fake Otis Spokmeyer cookies and take
• 6:37
  Speaker 3: them Okay.
• 6:37
  Speaker 1: Mortgage lenders and real estate agents trying to, you know, sling some title insurance and closing stuff, and that worked. I could get into the Pentagon with a with a bag of Otis Spunkmeyer warm cookies I made. That's But he's like, that's besides the point. But living in that industry, I mean, it was just a daily minute by minute, hour by hour chaos of last minute pieces of data to get in, getting all the paperwork together. There's always something.
• 7:07
  That's where
• 7:07
  Speaker 3: It changes at the last minute. You gotta change everything else. It's like, oh, I gotta redraw all these docs. Yeah.
• 7:13
  Speaker 1: It is brutal. So I can appreciate little bit about what you're doing. I mean, my knowledge, I mean, if you went into any title company, I'm sure county by county, there's, like, different little things that need some sort of type of... That's redundant, repetitive things that you're fixing for that. Yep.
• 7:32
  And I think it's a good approach. Right?
• 7:34
  Speaker 2: No, I was just going to say, I think the specialization combined with the technical knowledge of what to do is the key. It's like you can't do this stuff just for anybody. You have to understand how it all naturally works.
• 7:48
  Speaker 3: Yeah, I mean, to be able to have that conversation gives you a lot more, I think, confidence in the fact that you're going to build something that's of value to the client. We do have a few competitors who have experience in the industry and are doing some of the same things we're doing. And there are some who've just come to the market and they see an opportunity. They have the private equity funds behind them and the tech knowledge, but not necessarily the connections in industry or the understanding of all of the workflows and the importance of those workflows to title and mortgage companies.
• 8:28
  Speaker 1: Hey. So what's your pricing model? I mean, are you like, is it a subscription base? I mean, how do you price?
• 8:35
  Speaker 3: Well, we've tried a variety of things. And, you know, for Title Hunter, the solution I was talking about before, we do an automated title search. We started out transactionally, then we went to a subscription base where, hey, you get one bot that's set up and you can push as much through that bot as possible. And it's one fee, but the last three years or so we're back to the transactional model. But that's for the software as a service, those sorts of opportunities.
• 9:02
  If a client says, hey, I just want to automate something, a process that I want where I want to own the IP, We quote them dev cost and time. Typically, it's four to five weeks on average. Roughly $8,000 9,010 thousand dollars is what we're running right now. But we've had quick bots we've built in a day or so or two for $700 as expensive as $20,000 It might take us ten, twelve weeks. So we offer both.
• 9:29
  And if a client is fairly small or not really willing to make that investment upfront, but they say, hey, I do want to own this solution. I want to own the IP hosted in house and kind of have it as an asset, then typically what we'll do is we'll say, hey, well, you can acquire it. You're going to acquire it at a little bit of a premium down the road. We'll build it out on our dollar. We'll charge you a transactional rate for a set period of time, typically twelve months.
• 9:55
  And at the end of that twelve months, if you've pushed enough volume through there and we've recouped our revenue and dev costs plus that premium, then we'll hand over the IP and the code to you. And typically, after that, they still want us to maintain the bots. We provide change requests and all that. For a few $100 a month, we'll kind of babysit the bots, is what we call it. So it's a monthly maintenance fee.
• 10:21
  But typically, yes, we either offer the subscription base where you pay us a transactional fee. Typically, there's no minimums on that. But if you said, hey, I've got this process and I want to own it. I don't want you to copy it and give it to somebody else, maybe my competitor down the road. What's that going to cost me?
• 10:38
  And we tell them, and they acquire it, paying it out upfront or in installment amounts or in a transactional model where we recoup everything over the course of, like, say, twelve months, and then they own the code.
• 10:52
  Speaker 1: Do you... That's interesting. So do you... Are you stacking your bots on top of bigger systems that they might be using, bigger software systems? Or...
• 11:02
  Speaker 3: Yeah. So we're not actually
• 11:04
  Speaker 1: building a solution where they have
• 11:07
  Speaker 3: to bring in another technology.
• 11:08
  Speaker 1: Yeah.
• 11:09
  Speaker 3: Our bots work in between what they already have. So there's not going to be any change. Your staff, our clients' teams are not going to have to learn a new solution. All of our solutions are API ready, if that's a possibility, Will. But typically, we're building a bot that is acting as though it's a human, meaning it's going into a user interface it's doing the same steps a human would do, except it's not getting tired.
• 11:35
  It does quickly or much faster than they could. But there are lags in the website. So you're still going to have to deal with latency, whether it's a bot or a human. But that's typically how we're building solutions that don't necessarily require them to make any changes on their behalf. It's kind of working in the shadows, in between.
• 11:55
  The team doesn't really know it. It's just connecting maybe legacy tools to newer tools or new systems. It just depends. And most folks are it's a kind of a custom case by case basis. And that's how we look at it.
• 12:09
  There's not really we don't go and say, hey, we have RPA or generative AI or agentic AI. And we think this is... Sometimes it's a combination of all three that you may have to leverage. Or sometimes they don't need all that. It's overkill.
• 12:23
  So we say, hey, you just need RPA. And RPA is the same thing. It's rules based, repetitive. And if they can't figure it out, it's going to kick it out and say, hey, you need to have a human take a look at this one. It's a new conceptual process.
• 12:38
  Speaker 1: So in other words, you're building agents, basically. Like, you're calling bots or agents.
• 12:42
  Speaker 3: We are. Agents, bots. I I guess bots is the old term from eight, ten, twelve, fifteen years ago. Yeah. I still use it.
• 12:50
  People name it. They name them different names. But the agentic AI has really picked up in the last year or two. Typically, Quad, ChatGPT, Google Gemini, the way people have been using them is more of a generative AI situation. But now the agents that folks are building to kind of act like a human and use knowledge or use their knowledge and make a decision, We're just now kind of adding that into the mix.
• 13:15
  For the most part, it's been generative AI combined with RPA or Python basic coding, and that's how we're automating the workflows.
• 13:24
  Speaker 1: Do you do you put, like, a a dedicated hardware at their office? Or I mean, how... Or is it
• 13:31
  Speaker 3: Yeah. So our bots, if it's, say, the software as a service where they just order from us, we're hosting on AWS and Google Cloud, and we have a third party out of Finland called UpCloud. And depending upon the use case, we'll decide which cloud partner to host. So we host there. If they say, hey, yeah, I want it in house, This is a little more confidential, or I want to have more control over it.
• 13:56
  Or my IT or security team says, no, we want this on prem. We'll just say, hey, you've got to set up a server, and pretty much the bot sits there, and you give us access. Maybe you have a live server and a dev server. We get into the dev servers to develop it and do the testing. And once it's live, we take it to the live server.
• 14:18
  And it works pretty well in that regard. Sometimes we host it on our side. The client's saying, hey, I just want you to maintain it, we'll host it in one of those AWS or Google Cloud somewhere, Chicago or New York or wherever it may be. But they can either sit on-site, but it doesn't necessarily need you. When I say a server, it's not a computer that's sitting there and they're going to watch it do its work.
• 14:38
  It's kind of a headless computer where it's just a server in your server room, or it can be an actual desktop that's sitting in a corner. It just doesn't have a monitor, so no one can go over and kinda mess around with it. No keyboard, nothing like that. So
• 14:54
  Speaker 1: When when you're consulting... Sorry, Mark. I'm
• 14:56
  Speaker 2: It's alright.
• 14:57
  Speaker 1: Yeah. But but but but when you're when you're consulting with clients, I mean, is there a lot of... How do you handle the consultation phase? Right? So let's say I have a title company.
• 15:11
  I call you up. I'm like, hey, Jimmy, can you come take a look? We got this thing that we're doing. I mean, you're gonna have a lot of consultation time, discovery time as... On the sales side to try to understand what it is that I'm needing.
• 15:26
  I mean, maybe you'd have us for it. That's an easy... Like, here you go. You know, you can subscribe to this. But if this starts getting to the weeds of some sort of, you know, peculiar or proprietary process or data thing out, you could be looking at three, four, five hours worth of work on your end of discovery.
• 15:45
  Yeah. Okay. Ten hours, scope of work, negotiation. I mean, and and, you know, for for business owners, that's always a hard one. Right?
• 15:55
  Like, how far do you go? Twenty hours? Fifty hours? 40 you charge people? Forty, you know, before you just you just quit going to that audience.
• 16:04
  Right?
• 16:04
  Speaker 2: I'll spend about thirty minutes if I'm gonna start charging somebody.
• 16:07
  Speaker 1: Yeah. I'm sick. Yeah.
• 16:09
  Speaker 2: Yeah, and I can't afford the time to otherwise. How do you
• 16:13
  Speaker 3: do that? We're not that, we're not that particular about the time. Don't wanna spend like weeks trying to drop something and get it up and going, but usually, it's going to take two or three calls. But because we're focused on our industry, and we know most of the production systems out there, all of the databases that people are going to to retrieve information, and we've probably built something. We've built over eight fifty bots now in the last eight years.
• 16:42
  We have a pretty good idea. So we don't charge for a consultation. If you said, hey, I want someone to come on-site and sit in my office for a week, okay, that's a different scenario. Sure, But for the most part, we're able to do this without me or any of our team going on-site. We just get on a shared call, like I said, on Zoom or Teams, and it may take an hour, and we may go back and the subject matter expert has to, maybe I'm not involved, but they have our business analysts to do the documentation on another call or two.
• 17:12
  But typically, it's no more than a few hours for us to gather that. And then you give us maybe two or three days. We'll do some documentation and document the flow in what we call a PDD, a process definition document. And that's got the screenshot. That's why we do the shared sessions.
• 17:29
  We do the shared sessions. We ask questions. That person shows us the actual workflow. And after that recording, we download it. We take screenshots of each step.
• 17:39
  I'm talking about step by step. Some of these processes are 10, 12 steps. Some are 400 plus steps. I'm talking each click. We document that.
• 17:48
  And we say, hey, this is the dev effort. This is the time we think it's gonna take to complete it. And here's a workflow. We need you to sign off on this before we pass it off to our development team. For the most part, like I said, that can be two or three calls, no more than a few hours.
• 18:03
  And we don't charge for that. Yeah. And so what? We don't charge for that.
• 18:07
  Speaker 1: When you're talking about screenshot, like you guys have built diagrams under development phases and processes, right? Mhmm. And what you're visualizing that this bot is gonna be doing in its process map. It's diagramming.
• 18:19
  Speaker 3: That's what it is. Like if you went to, say, Amazon and tried to order something, what's the first thing you do? You type in amazon.com, right? And then you log in, and then you go... You search for a certain item.
• 18:34
  So every one of those steps is a screenshot. We're taking a picture of and documenting what what needs to happen in that step. Once the client signs off on that, we pass that document on, which could be a couple 100 pages. We pass that document on to our development team. They do a similar documentation for the development side, and they work with the business analysts to make sure that is trued up, and then they start developing.
• 18:56
  And then every week or two, if it's a multi week process, we give the candidate or not the candidate we give the client an update. And we say, hey, you know what? This is where we're at today. We show them maybe the first 25% of how the bot's working. And they give us feedback.
• 19:10
  And then we continue forward. Sometimes we can do it all in a couple, three weeks, and then we say, hey, we're going to do a test run or a demo at the end that two or three week period, and you tell us if we've got everything right. And I'll be honest, most people forget something, or two, or three, or they don't have all of the interested parties or makers, but the people who are actually going to use the system. Like we had one client here in Dallas market, and they had... They wanted us to help them automate their open order process.
• 19:45
  So whenever a new... A realtor submits in a fax... Not a fax anymore, but an email or pushes some information, say, hey, I got a new deal that's on the table, and this is the closing day, and I need you to kick off the title search process. Someone physically has to open that email, extract all the information from that, and key it into their production system so it starts the process. Well, they showed us the Texas process first, but then they had Oklahoma, Kansas, and Michigan.
• 20:10
  And all four states did it differently. And we're like, well, this is not something that's really gonna work. We can't build like one agent or bot to do this. We're gonna have to have four unique bots. We can probably keep maybe 50% of the code, but the other 50%, there were some individual or unique steps that each state was on a little bit different.
• 20:31
  Maybe they would go out to one to a bankruptcy side or to some other portal and gather a piece of information that needed to go into the file to open the order up. So in those scenarios, we have to keep in mind that, Okay, the price point might change if you come back to us after we've completed development. You're like, oh, I've got these additional scenarios that I didn't tell you about. And sometimes it doesn't make sense to automate all the scenarios. It maybe makes sense to automate 80%, and you keep the other 20% manual still for a while.
• 21:02
  We also take that mindset going into it. So we always tell people, automation is great, AI is great, but it's probably not gonna automate 100% of the workflow or 100% of the orders that come in. Well, Kinda set that expectation. Mhmm.
• 21:19
  Speaker 2: Tell us a little bit more about the company. How many employees do you have there? Or do you outsource a lot of your stuff that you do?
• 21:25
  Speaker 3: Okay. So I'm the only US employee. My partner is in India. My team... Most of my team is in India.
• 21:31
  I have 40... We have 44 people total on our team. But we have three developers, two in Canada, one in Dubai. And they started in India, but they moved for either work or grad school or whatever. But that's where they're based.
• 21:45
  And I have a consultant here in Dallas that also helps me out with some agentic AIs and stuff that we were talking about earlier. He's an expert in that. But for the most part, we have that. And then we've got about 30 people that help us with some exception fallout work or data entry work that's also based offshore. And these are all people that my partner and I worked with at the prior outsourcing shop that I told you about.
• 22:08
  Speaker 2: I see.
• 22:08
  Speaker 3: Pretty large shop. And they all started there, and then they decided to break apart like us, and they started their own companies. These are the people that I kind of trust with the work because, I mean, my reputation is super critical for me. I've been around, like I said, this industry for at least twenty years, and some people still see me as the outsourcing guy, so I'm trying to get out of that image. But we still do a lot that competes with outsourcing.
• 22:35
  So I'm like, no, we're a check provider that can also help you with a little bit of that manual fallout exception work. And so I would say roughly 70 is the total team size, but 44 actually work for us directly, including myself and my partner.
• 22:49
  Speaker 2: So you are though the primary interface between all these clients in The US, or is there anybody else who can deal with the clients?
• 22:57
  Speaker 3: I'm the primary interface, but that's really just to get the relationship going. My partner comes over about once a year. We hit conferences or go see clients. We were just in Kansas City for a conference. We went to see clients in Detroit, LA, and the Dallas market.
• 23:15
  But the people that we've hand chosen on our team are people who I felt comfortable with don't pass the ball. And you might see that a lot when you work with India or The Philippines or maybe some of the Latin countries. Gunball. Yeah. Where they Gunball.
• 23:31
  They're like, oh, that's not on us. I'm like, no. I don't care if it's if it's on us or not, you fix it. You know, we're not gonna just throw it over the fence to somebody else. And so when I make the introduction, typically my partner or myself are on the first couple of calls, then I hand it off to...
• 23:45
  We've got some senior folks on my team that step in when we're not available, and I feel comfortable with that. And people understand them. They speak very clearly. That's a big key as well.
• 23:57
  Speaker 2: It is.
• 23:58
  Speaker 3: Yeah. People do complain. Trust me. They they they do complain if they're like, I I can't understand this guy.
• 24:03
  Speaker 1: Yeah. Right.
• 24:04
  Speaker 3: And so But we're we're So for me, I am the person who is the relationship guy.
• 24:09
  Speaker 2: We had a guy in our office years ago when Eric and I worked together. He was the CFO at a company that I had sold and was taken over by its lender, and I got it back. We had a lot of things outsourced to India, if you remember our accounting, IT, marketing, India in The Philippines. And we had one Indian dude on our staff who was a young guy, and half the time we couldn't understand him. We'd be like, Kate, you talk to this guy.
• 24:38
  He's telling us what the hell he's saying. Well- So, yeah, I mean, one thing, so what about the hours? Do your people work at night so that you can do them during the day? Yeah. Okay.
• 24:49
  Speaker 3: Yeah, I'm kind of a digital nomad myself. My wife and I decided to try another country in 2019, about a year after I started this company. And so, you know, we lived in Colombia for four years, but I've been to Asia, Africa, all over Europe, India as well. And they're used to doing that. Like I said, my partner is roughly about ten years younger than me, but he's been doing this and he's used to working until twelve, one in the afternoon US time.
• 25:21
  But I have a few key folks and developers who stay until four or five, and that's really why I have the near shore support in Canada, because I've got some West Coast customers who I'm not a developer. I'm a relationship guy, business guy. I handle the finances, the strategy. And so when it's 05:00 on the Pacific Coast and it's 07:00 here in Texas, and they say, hey, the bot's not running or have an issue. I need someone else to be available.
• 25:47
  And we kind of had a four or five hour gap there in the past, we've closed that gap. So we have someone who's available. I won't say Saturday and Sunday, but these guys work. I mean, they work like it's their company. My partner and I were just talking about I'm like, Why are they working on Saturday and Sunday?
• 26:02
  Because I'm emailing seven days a week. And I'm surprised to see them being responsive. But when you need get something done, they're available.
• 26:11
  Speaker 1: So
• 26:11
  Speaker 3: it doesn't matter what hour of the day it is.
• 26:14
  Speaker 2: I know one of the things we had to do because of those hours that people didn't like, particularly the female employees didn't like commuting, we actually had to provide a bus for them to pick them up at their homes
• 26:28
  Speaker 1: and take them back.
• 26:30
  Speaker 3: Got so many stories.
• 26:32
  Speaker 2: People. Yeah.
• 26:33
  Speaker 3: Yeah. I've been to India about 10, 12 times. And the first company that I was talking about, my first trip to India, I think it was 2006. And I go over there and there's like, maybe two women working in the company. Even the people serving you coffee or tea are all men, like serving you your lunch.
• 26:50
  It's just different coming from The US. That's not saying you don't see male servers, but, you know, all the cafeteria workers were men and I asked, they said, Hey, well, we just, it's risky having women work overnight. And sometimes if it rains, they have to stay here, so we have to provide cots. And so we did that. We did that as well.
• 27:11
  I mean, we eventually they started hiring more women. I think when I left that company, was probably like 20% staffed by females at that time. But my company today, I'm talking about out of my top, I'd say out of my top, probably don't want to record this out of my top five or six developers, all but one are is female. Interesting. I told them they can work on Mars.
• 27:34
  I don't care where they work. As long as they keep doing the work that they're doing. I'm fine. So but yeah, you're right, they there is a concern about women being out at night and being, you know, harassed. And we provide transportation this this situation that I have here with this company we have, I was just over there in January, I was asking some of the women, we went out, we talked about the dinner my last night.
• 27:58
  And they're like, no, I live close. And in fact, three or four of them live together in the same apartment or in the same house they share. Yeah, it's just, and then one lady told me, Jimmy, I take an hour, it me takes an hour and a half to get here. I said, an hour and a half round trip? She said, no.
• 28:10
  One way on a bus, an hour and a half, but it could take you thirty minutes to go a mile or two in India. Some of the traffic is that bad. So Okay. Alright. I I understand the the concern about, okay, we don't want any women because they're either going to get married, leave us.
• 28:25
  When they get married, they're going to stop working, or they don't want to work overnight. And that's when most of the work is available because our US clients need us to be available when they are. Sure. So yeah, there's all those things to think about, but we have a pretty solid team. And like I said, I like the split of the fiftyfifty ish where we've got women and men half and half on our company side.
• 28:49
  Speaker 2: The labor rates have gone up quite a bit in India. Mean, it's not getting here as cheap as it used to be. There's a real middle class there at this point that...
• 28:58
  Speaker 3: Oh, definitely. I mean, like I said, I went over there and I saw some nice, very nice vehicles. They've got all these restaurants that look like restaurants you see here in The US or Europe, I mean, that are kind of catering to the foreign travelers. Definitely along with that, salaries go up, the overhead goes up. And it always amazes me that clients have said, Oh, you've been doing this for three or four years, you know, you actually be able to get a better price now.
• 29:26
  I'm like, Well, no, everything else went up, either AI calls or rent goes up or salary goes up. And it's the same thing in The US as it is in any other country. The cost of living goes up, cost of doing business goes up. So I can't cut your costs just because you think I've optimized it. You know, that's not really how it works.
• 29:46
  Speaker 2: Yeah. So what were the biggest challenges in growing this thing that you guys have? I mean, it's pretty impressive to get to the size you are at the time you've done it. So what have been your biggest challenges?
• 29:57
  Speaker 3: I think people, at least in these financial services industries like mortgage and title, there's a lot of concern about being hacked or malware or people taking control of your data for ransom. And so a lot of people still don't trust automation or AI. And so we kind of have to distinguish because we started out strictly as RPA, robotic process automation. There was no autonomous bots or agents thinking and making up rules and going off and doing something. It said Jimmy programmed me to do these 10 steps.
• 30:35
  And if one in one of these steps, there's a new scenario or something I don't understand, or the site's broken or down or changed, I'm going to say, I can't handle it. I shoot an email to the client and say, hey, this one needs to be handled manually. So we highly leverage that instead of coming to the table with AI. But people are still concerned about AI going rogue and getting loose and disclosing all of their confidential data. We typically don't get access to that, like social security numbers, bank account information.
• 31:08
  That's not something that the processes we work on, you get... You're privy to. Every now and then, you'll get the last four of the social. If you need to verify, like, a bankruptcy or, federal income tax, lien or child support lien or something like that, you may have to go out and get a doc at the county. You're not going to know unless you have something to match it up against.
• 31:28
  But for the most part, that's the biggest thing. And then cost. I mean, people always assume that AI or automation is going to be super expensive. And again, I've already shared or disclosed that our work is being done offshore, which is roughly half the cost you're going to get out of Europe or one of the Latin American countries, maybe a little bit more, maybe 60% of that. And it's probably a third of what you're going pay here in The US.
• 31:52
  So that's a concern that we kind of put their mind at ease. And then making changes. They may say, I've just installed or bought a new spent a lot of money on a new tool that I want to make sure that's up and going right. And we try to tell them, yeah, but we're working inside of your system. So we're not making any changes.
• 32:14
  We're not asking you to buy anything extra. So that's typically one of the things that we have to ease their mind at, I guess, a little bit. So those are probably the main challenges that we've had with growing technology. Like I said, some people are just really scared of AI, and they don't even want to see it in the contracts. They're like, you can put automation there.
• 32:36
  Don't put AI because it probably won't pass, our security team's review.
• 32:43
  Speaker 1: Hey, everyone. Quick break to talk to the brands and service providers listening out there. If you offer a product or solution that helps founders scale, we'd love to work with you.
• 32:52
  Speaker 2: Whether you're looking for a product placement right here in our studio set, sponsoring a segment showcasing a new book, or even joining us as a featured guest, we've got flexible ways to get your brand in front of real business operators. Perfect, Mark. And all they have
• 33:06
  Speaker 1: to do is head over to bigtalkaboutsmallbusiness.com/contact. Let's set up a custom sponsorship package that actually delivers leads for your business. That's big talkaboutsmallbusiness.com/contact. You know, it's it's interesting. We're talking about...
• 33:26
  It's reminded me of, like, there's a there is a pretty significant commercialization area going on right now. I mean, I don't know if you agree with this, Jimmy, but, like, technology, automation, agentic, I mean, it's some fantastic things that that have have been developed just in the last eighteen months that are revolutionizing bottlenecks that industries have faced for... Since the dawn of time. But there is so much resistance from the buyer side that it's preventing significant
• 34:06
  Speaker 2: People are afraid of the information going into the AI database. Is that it? Is that,
• 34:11
  Speaker 1: hey. Yeah. Yeah. I think that's...
• 34:14
  Speaker 3: Yeah. Against them or their competitors are getting access to their knowledge. We have those same concerns sometime too because if put something out online, like my team was just telling me, we're we're doing a website refresh. You put something out online, Jimmy, it's a sample of one of our reports, someone can just go out there, our competitor, take a screenshot of it or grab it, download it somehow, plug it into one of the AI tools and say, replicate this for me.
• 34:39
  Speaker 1: Mhmm. Yeah.
• 34:40
  Speaker 3: I mean, it's possible. I mean, you could probably clone a website really quickly right now with most of these tools. Right?
• 34:47
  Speaker 1: Yeah. There's there's that governance. And I don't know if you experienced this too, Jimmy. Like, what I'm seeing is, like, there's almost like there's this squishy unknown resistance I think is... Nobody talks about, though.
• 35:01
  No one's gonna admit it, but I see it being a lot of job protection
• 35:08
  Speaker 2: that's happening. Employees that are, like, afraid to Yeah.
• 35:11
  Speaker 1: Invest. Employees, there's lack of trust that it's act... Like, what... Okay. So for example, I mean, I'm gonna kinda tie this to your industry, Jimmy.
• 35:19
  Like, if if I'm a mortgage banker and Jimmy comes and approaches me and there's these fun... There's these rudimentary tasks that our team keeps doing, Jimmy knows about that, knows that if he can eliminate that, his team can focus on more strategic or relational or valuable things
• 35:37
  Speaker 2: with Exactly. More valuable
• 35:39
  Speaker 1: Yeah. Yeah. But because that buyer at his client has gone into chat GPT last week and tried to do this to him or herself and it yielded terrible results, they are like, Oh, it doesn't work.
• 35:55
  Speaker 2: I see. Yeah. They think you're gonna get the same.
• 35:57
  Speaker 1: They think you're gonna produce the same garbage, so it's not worth the investment. Interesting. Yeah. Have you experienced that, Jimmy? Real quick.
• 36:07
  Speaker 3: We do. I've got a client that I'm going to talk to going to Scottsdale on Monday for our annual American Land Title Association conference, and I've got a client who moved to a new company about three years ago from a former customer of ours, and we got on a call probably about four or five, six months ago. And he's like, hey, judge. I mean, you know, all the stuff that you're doing, we've got one or two of our own employees in house who've kind of been playing around with Claude or Chad GPT, and they've kind of figured this out. And we think we can do it in house, and sometimes they can.
• 36:40
  I mean, we've some pretty smart people out here. But I think, you know, one of the biggest issues is, like you said, people like job protection, but like... And we never really go at it like that. And and just being straight up with you guys, I don't... No company, no customer mindset, because you automated this, we were able to, like, fire five people.
• 36:59
  Typically, it's just... What we're doing is making them more efficient and more productive. So instead of, you know, one person doing eight title searches a day, now they can do 16 or 24.
• 37:09
  Speaker 1: Yeah.
• 37:09
  Speaker 3: Or they like you said, Mark, they spend more time on QC. They can do training. They can start calling the customers. They can help out with sales, other things, you know.
• 37:18
  Speaker 1: Makes total sense. I tell you, got a pretty, I don't know, this is definitely perspective on this.
• 37:24
  Speaker 2: Well, you know a lot about it.
• 37:26
  Speaker 1: Well, got
• 37:26
  Speaker 2: an AI company.
• 37:27
  Speaker 1: Yeah. And I've been studying, I'm just watching this damn news for about two years straight on these things. All, what I'm starting to... I believe that the frontier model companies like Anthropic and OpenAI and Gemini and these folks and and that's fear muggle in the news and media for press release attention. So when they come out and say 75% of all white collar jobs are gonna be eradicated in the next nine months, NBC, ABC, Fox News, everybody chops on that shit, wants to get them to get interviewed.
• 38:00
  And they start... And and then now Anthropics, the number one leading... With most wicked freaking platform that's ever existed, and it raises their freaking investment dollars. It's all about, like, yo.
• 38:11
  Speaker 2: Yeah. And that that's total stuff.
• 38:13
  Speaker 1: And everybody gets scared as hell, and now everybody's afraid they'll lose their job. It paralyzes them. No. I get it. And it keeps them from evolving.
• 38:21
  And I mean, to the point, Jimmy, in my realistic practical experience is what you said is the reality. If I can take the shit work off your plate... And it's just like offshoring. If I take this off your plate, it allows you
• 38:40
  Speaker 2: And the bookkeeping off the accounting department. Yes.
• 38:44
  Speaker 1: And then they can go on. They never got to No.
• 38:46
  Speaker 2: I get it. Yeah. Yeah. It's it's... But it's...
• 38:49
  Speaker 1: The systemic freaking fear that's going on is
• 38:52
  Speaker 2: actually I never had that fear myself. I was always confident I could find something better to do because you're no longer all or anything. That's the
• 39:01
  Speaker 3: whole goal.
• 39:01
  Speaker 2: Yeah. But one thing about AI that I've wondered, you guys know a lot more about it than I do. I've put strategic questions in there. Like, What do you think about this? What if this company does this?
• 39:15
  Or what if we do this with this other company? And I've been very, very cautious to not necessarily name the companies that I'm thinking of because I don't want that idea that to be out there for somebody else to pick up. Is that a rational fear or not?
• 39:34
  Speaker 1: Depends on your subscription model on on whatever model
• 39:38
  Speaker 2: Oh, yeah.
• 39:39
  Speaker 1: You're using. You know? Because if you if you... Like, we use pro models in Gemini.
• 39:43
  Speaker 2: Yeah. I mean, it's in a pro stuff. I mean, it's in a pro
• 39:45
  Speaker 1: subscription model. Tell you if it uses your information to train its own models.
• 39:49
  Speaker 3: It allows you to check or uncheck that that toggle or untoggle that that lever. Yeah.
• 39:55
  Speaker 2: Supposedly Every time I make the... Where you're setting up? Yeah. I mean, I...
• 39:59
  Speaker 1: Well, sometimes... So in subscription, it never does on the one that I have. I have a plan. It's... But it specifically says we never use this information to train.
• 40:08
  Now, I mean, then you... I guess you could argue, is that really true? You know? But I mean, like... But I mean, I think there has to be some level of...
• 40:16
  Speaker 2: I just wondered about that. And I... Yeah. There have been times before you could tell
• 40:21
  Speaker 3: if Who I could... I was gonna say, we we decided... One of the clients was saying, hey. I don't mind you running public records through Yep. Gemini or Claw or ChatGPT, and those would be public mortgages.
• 40:36
  They're public records. Anybody who has access to Washington County, Arkansas website, they they log in, they can say, okay, let me pull up this property and see what the current deed or mortgages are. They can do that. But if it's a contract, a purchase agreement, especially commercial deals, are fairly complex and have a lot of confidential information, want to process that through there. So we built our own LLM.
• 40:58
  It's really kind of a small language model, but we built that just to handle those specific scenarios. And my team found an open source model, and we just modified it to what we needed, trained it on ours. But it's definitely not as robust or, I say, accurate as what's in the market, because they've spent millions and billions of dollars training these things over years and years with millions of data sets and points. And so it's going to take time to get to the same accuracy state as the commercial ones that are out there, but that's an option too. You can build your own in house.
• 41:40
  Speaker 1: What do you think is the biggest AI hype going on right now that's maybe impacting the decisions of your clientele?
• 41:50
  Speaker 3: Well, absolutely, the biggest one is that the AI can do exactly what the human does and can probably take on the entire process. And I guess it depends on the process. If it's a four or five step process, maybe yes. But what we're seeing is you still need human in the loop for a lot of the workflows that we've automated. You need eyeballs.
• 42:12
  And you really... Why would you wanna just rely on AI if there's a potential for a claim or a fine? Or one of the things we really don't do is moving money around, shifting money. Like, we'll say, hey, we built bots to say, hey, you collected $200 for recording fees to do e recording, but the fees were only 180 so you owe that client back $20 Or the reverse, you undercollect it, you need to collect more. We'll build bots to make those decisions, but not the ones to kind of move money.
• 42:44
  But I still think there's the biggest hype is probably, oh, AI is going to replace humans, and right now, it can do 100% of the workflow. It's not I would say that's not the case. We still need human in the loop on a lot of the work that we're doing. Some work we don't. But even the fallout work, if it's 510%, you want to have someone look at that.
• 43:04
  And if you're ultimately, your name is on the bottom line, you're signing off on this deal and saying it's accurate, your person may not need to do a fifteen, twenty minute QC. Maybe they do a two minute or three minute QC. But still, see how much more work they can get four or five, six x volume done per day by leveraging automation or AI to automate the process that someone was doing 100% manually today.
• 43:26
  Speaker 2: Yep. But my experience, I don't know what you guys know at all, but I will say I use it every single day at this point. And like four or five months ago, I could say that probably. Six months ago. And the more you use it, the more uses you find for has been my experience.
• 43:47
  So I imagine these clients that you serve, you go in, you fix one process, it works. Then they go, Oh, hey, where else could Jimmy solve?
• 43:57
  Speaker 3: Exactly how it goes. We we've got one account. It's a perfect example. They're in California. And we started with them three and a half years ago with one process.
• 44:06
  They wanted the open order process, but they had four different flows. So we had to build four different open order processes. Now we're up to like 45 bots. We've built 45 workflows, automated workflows for them in 3.5. And it's the employees who were a little bit concerned, now they're like, hey, can you do this?
• 44:23
  What about this process? Take this off Or of my I was outsourcing it to India or The Philippines. How much of this can you automate? And in that case, they're typically they're buying a solution to own in house. So they're really kind of replacing the outsourcing model.
• 44:40
  They still have some AI costs, which aren't as much as people think they are. They're not extravagant. Oh, I used all these tokens, and my bill was $10,000 last month. I mean, that's not what I've seen.
• 44:52
  Speaker 2: That's crazy.
• 44:52
  Speaker 3: At least in my experience. But we're not like a big, you know, or somebody either. I mean, who's probably doing a lot more of that, or Walmart or Amazon.
• 45:01
  Speaker 2: I think if there's a lesson though for small business owners in all this, and this is something, you know, We talk a lot about this in our class. It's like, what are the weaknesses of small businesses? We were just talking about this last night. We had a speaker, he's got half a dozen companies. He's a big believer in buying these mature, businesses that have been around a million years and the owners are dying off, retiring, whatever.
• 45:29
  Loves those. And he said, One common problem he finds is that they don't have process. Instead, it's like they rely on one person. Oh, Jennifer knows how to do that. Else in the place knows how to do it but Jennifer.
• 45:46
  And so that to me is a really good reason why companies need to be thinking about taking care of these, moving these things into applications, bots, whatever you want to call them, the process that takes that one person that knows everything out of the equation, is that really increases the risk for their business. And I don't think people talk enough about that. I think in small business, again, you take my speaker, but he's not the only one that said this. I could say the guy the week before said the same thing. He's bought a lot of companies.
• 46:28
  They don't have process. They're dependent on one person. They're dependent on the owner too much. You know? These are just common problems that they face.
• 46:39
  Speaker 1: One of the problems, with if you've got a person that owns that process, that's where a lot of your protectionism. It
• 46:45
  Speaker 2: is. Oh, it's
• 46:47
  Speaker 1: a plaguing... It's a multiple paradoxal They're holding situation hostage. Are. It's the owner. 100%.
• 46:55
  Yeah.
• 46:56
  Speaker 3: Yeah. I would say probably 80% of the clients we do, they don't have a document. They send someone's head or send five people's head. Exactly. But that one person is the main person.
• 47:05
  What if they
• 47:07
  Speaker 1: Die. Die
• 47:08
  Speaker 3: tomorrow or they go work for your competitor or they retire or they get sick. They're in a coma for six months. Is your business gonna shut down? Okay. Document.
• 47:16
  And that's the first step that we do. We do that screen sharing session.
• 47:20
  Speaker 2: Yeah. You're doing
• 47:20
  Speaker 3: it most quick. The least you're gonna get is a fully documented workflow that if a new employee come... Say you don't wanna deal with us, and I just want to go back. You have that documentation. You can go and give that to a new trainee and say, Hey, this is the workflow.
• 47:33
  And they'll be like, Oh, wow, this is great. Before, you got to look over someone's shoulder and hope that person has thought of all of the scenarios or maybe some specific new use cases or new paths. And then they've given that to you, because when they're gone, they're gone. And so that's one of the things that I think we get the values. We're also documenting that, and you keep a copy of that.
• 47:59
  And you can have that for a future or, you know, for some reason, three years down the road, you have a tech person that you hire to handle this. Okay. They have that as a starting point.
• 48:08
  Speaker 2: You have a code.
• 48:08
  Speaker 3: They've got everything.
• 48:10
  Speaker 1: I wanna chat with Jimmy about something I think is really valuable for clients in the last few minutes that we got. Sure.
• 48:14
  Speaker 3: Okay.
• 48:16
  Speaker 1: One of the things that I've been... As you've been talking, that's interesting to me is this documentation in the business development cycle. Right? Like what you just talked about. You have a business analyst that gets on the phone with a client.
• 48:30
  The client starts... The business analyst is asking some discovery questions about what they're wanting to achieve and eliminate. And then you said that the business analyst provides this wireframe. And just for visualization, I'm just making sure, like, we're talking about boxes with lines, diagrams that are showing a process flow.
• 48:54
  Speaker 3: Yes, that's the first part.
• 48:55
  Speaker 2: Grammarly 101. I mean, that's how we were taught to do computer programming in 1976. Right.
• 49:01
  Speaker 1: Yeah. And you're mapping out this process. And then I guess... Okay. So I just wanna go through the flow of this because I find it intriguing.
• 49:13
  I think it's so valuable. If you're a landscaper or if you're a custom home builder, for the love of God, wouldn't Right? That's so disrespectful. Through client. You got the analyst.
• 49:25
  The analyst is asking certain questions about the project. Yeah. They're not showing a process flow to the client right now. They're just listing. Yeah.
• 49:33
  Yes. And then the analyst, after the call, goes and then they create this diagram. What are they using to create that diagram? Are they using a program, or is it
• 49:43
  Speaker 3: Yeah. So for the most part, we're using a tool called UiPath. UiPath is kind of the originator of the original RPA tool. So I can't remember if it was Hungary or Bulgaria or something where they started. But I've been in business twenty years, and that tool allows you to fairly quickly do a workflow diagram.
• 50:05
  And if you use it 100%, you can just kind of take that recording and kind of upload it into UiPath, and it'll kind of spit out what the flow kind of looks like. Final. Cool. But a lot of it is still manual. Like I said, when they take that recording, they chop...
• 50:23
  They they digest, of course, the flow first. And they take in... They say, okay. At this point, this is what the person said, and they take a screenshot. Just plug that into a Word doc, you know, and put some, you know, just lines of description underneath that or what step in...
• 50:36
  Involved and then what the next step is. And then like I said, you might have a 200 page, a 100 page doc that you're able to deliver to the client, and the client looks at it. And the first first or second page has that flow. I mean, I was a project manager, program manager prior to getting into real estate. And so I'm familiar with using the tools that are required to kind of map out the project, so map out the flow.
• 51:00
  So they do that first, and then all of the detail underneath that is shared with the client so they can take a look at it and say, yep, that's exactly oh, no, you missed a step here. You need to add this in here. And sometimes that goes back and forth for a few rounds. Mhmm. Very rarely do we get it right a 100% the first time, but it may be 90, 95% there, and a client just needs to give us a little bit more information to clean it up or tighten it up.
• 51:22
  Speaker 1: To to the listeners out there, here's the most substantial value what Jimmy's talking about. You defining the expectations between you and the client that hopefully prevent scope creep, business is Yeah, you're right.
• 51:43
  Speaker 2: It's so much hamletations for that. Any business.
• 51:46
  Speaker 1: The other thing is that if you guys line up the expectations correctly, you're going to have a happy client at the end of it that will be doing more work with them.
• 51:57
  Speaker 3: Yeah. Exactly.
• 51:58
  Speaker 1: Yep. Everybody's on the same goddamn page. I mean, we can do... Like... And I...
• 52:03
  And I'm just saying this in life with with with passion because I'm going through with, you know, even podcast videos right now. Like, we're... How do we set the correct expectations? Because there's so much subjectivity going on between the client and what we can do. Right?
• 52:19
  Especially in our field with videos. But, I mean, it's the same thing with software development. It's just like I mean, I can say, hey, Jimmy, I want this bot that does X, Y, and Z. Jimmy spends two hundred hours and I pay $20,000 for this bot. I get it.
• 52:33
  I'm like, goddamn, man. This doesn't do a dang thing. Now I'm discouraged. I'm mad at Exactly. All these firestorms are prevented with exercise you're doing in securing your business.
• 52:45
  Speaker 3: Yeah, absolutely. We definitely try to focus on tasks that are very mature, very few exception paths, and some volume. So you can get a fairly quick ROI. I mean, this is not a two or three year return on your investment. Typically, we've got clients who are getting investment back in a couple months.
• 53:08
  But definitely want to keep it between six and twelve months. And I think people really appreciate that because we don't oversell. We don't add a bunch of extra tech if it's not required. But I think the key is, like you said, document the workflow, the people can have it in their hand. If they're comfortable with that and it's a win upfront for both sides, then they'll move on and they'll find something else for you to look at automating.
• 53:33
  And that's really the relationships that we form. We don't want to just do a one off. We've got some where we just built one bot and that was it. But for the most part, we're building a relationship where the client's going to keep coming back to us and say, Okay, now I've got another idea. What do you think about this?
• 53:47
  And again, we're not charging you for that initial consultation. And, you know, the price that you quoted was much higher than I would quote based on two hundred hours of work. But I'm just saying it could be a big investment if you're a very small business. It could be a substantial investment, but it's a steal if you're
• 54:04
  Speaker 2: It
• 54:04
  Speaker 1: a multi million dollar
• 54:06
  Speaker 2: seems like the opportunity is as organized as you are and as disciplined as you are in the way you're running this thing, is go find somebody else who's an expert in another industry that's got similar
• 54:19
  Speaker 1: problems
• 54:19
  Speaker 2: and just simply roll out the model to them. Have them be the Jimmy of this other industry.
• 54:26
  Speaker 3: And, yeah, I agree. I'm looking for a Jimmy right now to kinda take over sales starting next year, or at least help out with sales. But yeah, you're right. Whether it's another industry or moving into Canada or Europe or some other market, I mean, we need someone who knows that market and that domain that we're gonna go into if it's not real estate.
• 54:45
  Speaker 2: Because you got all the rest of it there. Mean, just seems like you've got such a great method that... I recently used a different landscaper than I've used for the last, I don't know, probably seventeen years or whatever. I was so impressed with their process. Because like you said, the guy comes out, he talks to you, he finds out what you want.
• 55:07
  He does a detailed scope. He gives me an aerial view turned into a plan. The quantities are listed there. Then I get an electronic contract to sign. It spells out exactly what he's going to do.
• 55:20
  He does it. I had him change order. I get an electronic contract to sign for that, the price. The end, they finished yesterday. Today I get a document that says, Sign off on this.
• 55:31
  We've done everything we said we were going to do. We have no other obligations to you whatsoever. I thought it was a really great process they used. You can take what you do and apply this to a million different fragmented, mature industries that have no process at all. They don't have enough staff to really do these things.
• 55:59
  You've people doing them who aren't good, or they just don't do them, like Eric said, and that creates a million problems. So very interesting. Jimmy,
• 56:10
  Speaker 1: hey man, it's been really great chatting with you today. I think there's a lot of value that entrepreneurs get. I appreciate you sharing what you Thank you
• 56:17
  Speaker 3: for having me on. Yeah, appreciate it.
• 56:18
  Speaker 1: Yeah, and you're paying it forward. I really appreciate that factor
• 56:21
  Speaker 3: in you.
• 56:22
  Speaker 1: And I know that our listeners do. And people wanna get a hold of you and talk with people or hear more about the services you offer. How do they do that?
• 56:30
  Speaker 3: I'm all over LinkedIn all the time, so that's the first place. Just look up Jimmy Lewis DFW. I think it's Jimmy Lewis DFW if you add it on to the link... LinkedIn. But also our website, truefocusautomation.com, which, like I said, is under renovation right now.
• 56:47
  It should... The the new site should be live on Friday, I believe. Or I mean, just email jimmy@truefocusnow.com, and that'll come directly to me. So truefocus now, n o w. True Focus Automation seemed too long years ago.
• 57:01
  My wife said, why don't you just say truefocus now? I was like, okay. And it stuck. But Jimmy@TrueFocusNow.com, and you can hit me there. Like I said, otherwise, LinkedIn, our website, and there's...
• 57:12
  I've got a WhatsApp button on there. You can get me all kind of ways.
• 57:16
  Speaker 1: Great. Perfect. All right, Jimmy, we appreciate you having all. I'm gonna close this out. So folks, thanks for joining us again today.
• 57:23
  We hear a lot from Jimmy about processes, especially in the business development part, getting that stuff together, or how do you keep your scopes and reach with your clientele. So offshoring, all those types of techniques, and of course, the almighty fear of AI and how you can overcome those Don't forget to subscribe to our channel on YouTube, join us on LinkedIn, and don't forget to go to our website and check out all the episodes we've been doing. I think we're up to like
• 57:47
  Speaker 2: 160. 168
• 57:50
  Speaker 1: or 69 episodes. That. Correct? Which is fantastic. So like and share it, subscribe, and that helps us to continue to to help you, which is the whole point, Mark, and I are here because we sure the hell are not getting paid right now.
• 58:03
  We
• 58:03
  Speaker 2: are not.
• 58:04
  Speaker 1: We are not getting paid.
• 58:06
  Speaker 2: We have done it. I've done it. Millions of
• 58:09
  Speaker 3: hours. You should've been charging thirty minutes ago. We started the clock.
• 58:13
  Speaker 1: That's right. That's right. But this has been another wonderful episode of
• 58:18
  Speaker 2: Big Talk about small business.
• 58:23
  Speaker 1: See you next time. Thanks for joining us, Jimmy. Appreciate you. Alright.
• 58:26
  Speaker 3: Have a good rest of day.
• 58:27
  Speaker 1: Thanks, buddy.
• 58:34
  Speaker 4: Thanks for tuning into this episode of big talk about small business. If you have any questions or ideas for upcoming shows, be sure to head over to our website, www.bigtalkaboutsmallbusiness.com, and click on the ask the host button for the chance to have your questions answered on the show. Stay connected with us on LinkedIn at big talk about small business, and be sure to head over to our website to read articles, browse episodes, and ask questions about upcoming shows.