Welcome back to the show, my fellow extortionary Americans. For today’s guest, we have Brian MacDonald. Brian has spent his 23-plus-year career in new revenue growth and focused on a client-centric sales strategy that created a track record for success by serving instead of selling people, graduating from Penn State University in 2001.

Brian went into sales in a corporate position and quickly realized that the roles he could be entrepreneurial in were the ones he wanted and built. He’s a partner at Purpose Growth, a coaching and consulting firm that serves entrepreneurs with ambitious yearly or multi-year revenue goals.

He helps entrepreneurs build sales systems that predictably grow revenue, as well as communication practices and strategies that are superior to traditional sales tactics or practices. He has served entrepreneurs by helping them go from as little as AS75K in revenue to $1,000,000 plus in 6 to 18 months, using the strategies, tactics, mindsets, and frameworks he and his partners have put together. 

Brian also helps run an economic development nonprofit called the Fox Valley Entrepreneurship Center. As the board president, the FVC serves business owners in the Fox Valley region of Chicago that are past. Startup base and need to accelerate.

They’re focused on growing the revenue of businesses and adding jobs and opportunities in the communities that businesses are in. 

Brian is what they call a strong American, and I’m honored to have him on the show. Brian, are you there?

Hey, Cosmos, how are you?

You, man, doing good, Brian? Thank you so much for taking the time to be on this podcast. I appreciate that.

Yeah. I appreciate the invite, man. I’m looking forward to it.

Brian, I know you consult entrepreneurs, and you’ve been in the business field and entrepreneurship. Can you tell the audience more about yourself, your background, and how you started? 

Yeah, kind of what you said. I’ve been in sales my whole 23-plus-year career, and I had one corporate job, a traditional corporate job, coming out of college after a year of that. You know, my year-long anniversary came up. They raised me on Monday, and I quit on Friday because I realized that. And it just wasn’t for me, and I didn’t need to be in entrepreneurial environments or situations because, after that, I was recruited by companies where I was told, Hey, here’s a desk and a phone. Here’s what we sell. Let me know when you need help. That was my onboarding, right?

So, I had to figure out how to differentiate in the marketplace. How do I get referrals? How do I penetrate the market? Who do we serve, and what is it that we do well? After repeatedly doing that, I realized this type of thinking was needed in the marketplace. I confirmed with my partner that this type of thinking is needed.

So that’s basically what we’re doing; we’re on the consulting side. We’re serving companies that have hit some sales. But they’ve tried throwing. People at it are hiring Unicorn salespeople, hiring marketing companies, and hiring people with experience in the industry, and they realize that, hey, traditional thinking, I’ve tried it all. I need something, you know, different from the coaching side. It’s a similar thing.

But mostly, I’m working with entrepreneurs who developed some skill or expertise in corporate America, and now they’re utilizing that skill to serve small and medium-sized business owners. So, you know, ten years ago, they were called independent consultants; today, they’re called consultants or fractional executives. EOS implementers, you know, things that, and they necessarily haven’t hit a plateau. They just have to figure it out. How to make sales work, or they’ve got to go back to corporate America or get a job, and they’ve pretty much, you know, burned their ships in that direction.

So, they need very efficient and effective ways to think about sales. They don’t consider themselves salespeople; they’re outsourced CFOs. They’re a lean Six Sigma consultant. They’re a fractional HR person, and that’s an advantage because they don’t have bad sales behaviors or strategies to unravel. You can just build new ones, and I love working with that profile. As you said, in six to eight to 18 months, you can get on a really good pace to hit a million or a million.

Wow. So, Brian, there are a lot of questions I have to ask you about this because, you know, sales are the lifeblood of any business. And if you have to start a business, you must do sales.

So, when many people think of starting a company or becoming the next big thing, a start, they think of, like, Mark Zuckerberg, you know,   a social network or, oh, I’m going to be doing it   Apple and everything that. But when it comes to sales, I’ve noticed many businesspeople are off-putting or have a negative mindset. So, can you tell the audience more about your idea of what sales is versus the common misconceptions?

Yeah, I think. I think there are a couple of things here. One is: Let’s use your example. You know Facebook, right? Facebook can be a lot of fun for many different types of people because of their size, right? A small business owner cannot.

What I mean by that is that you have to focus. On the market, a niche, or a very specific ideal client profile to get the traction you’re looking for, I describe it as going narrow to go wide on your path to success. Initially, there is a certain type of person or ideal client profile. And then you can go further, and that’s actually how Facebook started. Facebook started with just college students, specifically Harvard, right?

And he adapted to the platform of that. And they said, OK, I will contact a couple more colleges. Right. And now it was. And I’m going to make it up. So, I don’t know exactly what it was. Maybe it was Stanford, Yale, and Harvard. Then, OK, this got traction, and now I will go to all colleges.

And then, after all, colleges, like, I’m going to open this up to everybody. Right. So, Zuckerberg did this right. So, the first thing is that if the fastest path to success is getting focused and clear on who you can serve and realizing that growing sales is you, you do it in iterations, right? Once Zuckerberg dominated Harvard, he moved on to other places.

So that’s one thing, right? When you focus on that niche and your ideal client profile, you get clear on their thoughts. What are their problems? And your prospects and your referral network can identify those people. For instance, there are times when I’m going through what I should be all around.

I serve people who develop some skill or expertise in corporate America. And I go through the whole thing, and that person sits on the other side of the table or zooms, and they go, wow, Brian, that. It sounds to me because it is right. And because it resonates with them,

So, when you have a niche down, you can talk about it in ways that your prospects can identify with. Sometimes, they self-select, and you’re not selling; you’re just serving people. Everybody wants to buy, but nobody wants to be sold. Right. So.

I’ve noticed it’s one of the greatest paradoxes of business and life, right? Everybody wants to buy. But yeah, like, it’s one of them. How do you do that? And yet, that’s the mindset of most people. Yeah.

Yeah, and the mindset to achieve that in the marketplace is getting clear about your ideal client profile this morning. I was talking to a client. She’s like, bro. I need to work on a better strategy in 2024 because she and I are now working together, and she goes. I need to, and she presented this as these things being disconnected. She’s right. I need to get clear about my ideal client profile, and then a different thing I need to work on is my network. Am I hanging out with the right people to get those referrals, and who are those people?

And then she said, and then I got to work on metrics, like, what am I focused on doing? And she presented this as if these were three unconnected things. They were in the sales world, but there were three unconnected things. I said, no this is a waterfall. You do that in order of what you just described because the first one gives the answer to the second one, and the second one gives the answer to the third one, right? They’re all there and come from your ideal client profile.

So, suppose you can get clear on your ideal client profile, understand the messaging, and understand everything about their world. In that case, you can then focus on a referral and find a lot of referrals, focus on a referral network, and find out and vet them to see if they’re talking to that profile at a high frequency.

And then, after that, whoever your ideal client profile tells you, it tells you who’s serving them and where they hang out. And then you build metrics around that, right. All three of those things are connected. And when you do them together, sales get very simple. I won’t say it is easy because it’s not easy. You must put in a lot of effort, but it becomes simple, and I think people overcomplicate it. There are 11 great ways to overcomplicate. They try to be everything to everybody, and that never works.

And the last thing you just said makes so much sense, Brian, because one of the key ingredients I found out while talking to many people in the business world is that there isn’t something called an avatar, a customer avatar profile. It sounds simple, but it is tuning in to your customer base and who you speak to.

But many people, especially businesspeople, don’t do that because they focus more on the product. And the specifications of the product rather than doing a minimal viable product and then seeing. What will the customer base respond to? I read a book called The Lean Startup a long time ago.

We understand. I don’t know if you read that, but it talks about the minimal viable product, finding the customers that will respond to it, and how to go about it. It is large. And we think we know what the customers want and what they’re looking for. But a lot of times, it’s just in our heads.

Totally. And wow, there’s a lot of good stuff there, but one thing I would say is about focusing on the product and not the avatar. People never buy the things that you sell. Never. Ever. They only buy the help that they need. The help they need is from their perspective; your product or service is a means to end that.

So, if you start talking about your product being awesome, you’ll never connect. I’ll say it this way: you’ll only get lucky connecting with people who buy because they’re in so much pain. You’re just at the right place at the right time. If you focus on the help that people need and talk about things in their world, you’ll move.

Some people may not have been prospects because you became relevant to them. They stopped listening. Suppose you start talking a lot about yourself and your product. People stopped. Listening, and it’s really important to understand that perspective because how do you talk about it? A product is something that we call the voice of the customer here. Here’s an example: I only care about feedback, market validation, and feedback loops. Hey, does this make sense to you? When it comes from a prospect regarding my product serving, here’s an example right along the way.

As I started working with many people in this corporate profile, I saw that people left corporate America to serve small- and medium-sized business owners. I crossed the term corporate reject and ran that by several clients. I was like, hey if I called and used the word corporate reject, would that resonate with you? Go. Oh, yeah, yeah. I’m a corporate reject.

I never want to go back. I wouldn’t say I   that place. Right, so I put. That is on my LinkedIn profile, so I sometimes get it. People would say, hey, Brian, I saw that on your profile. It would be best if you didn’t say that that doesn’t make sense and that it was somebody who’s not a prospect, they’re a referral resource, or they’re there. There’s somebody who doesn’t fit that profile.

And I didn’t listen to them because it didn’t matter; what would happen was that I would send connection requests to them. People on LinkedIn would accept it. I wouldn’t say anything like, Hey, I’m not trying to sound something. I just wanted to connect, and they did. Please message me back and go, hey. And I saw that corporate rejection thing on your profile. That’s me. And that’s the only thing that matters, right? The way you package your product, the way you talk about it, and the way you market your product.

The only people that shouldn’t matter to you are those in your ideal client profile. If they are telling you, they’re right. There’s feedback. Loop of them confirm. Yes, there’s a way to present this. Yes, that’s it. How do I talk about it? It doesn’t matter what anybody else thinks at all.

No, I mean, what you’re saying is true. It all comes down to atonement and empathy with the customer, and it is wild how so many businesses missed the point. Many people want to start the next big thing but are not focused. This is how you get results. Right. Whether it’s Steve Jobs or Mark Zuckerberg,

Like, that’s like, that’s like, that’s like, that’s like, that’s like, that’s like, that’s the one in a lot. And they also did the basics at a certain point, you know.

Breath right. They used this path and their trajectory to reach their destination. They had visions. Of huge, huge come. Things don’t have to be a billion-dollar company, right? You don’t.

Exactly. You just have to.

There are people for whom I don’t want that.

No, that’s true.

And Brian, there was a question I wanted to ask connected to sales. So, you know, people start making revenues, but they want to increase their revenues fivefold or tenfold. But they often get stuck.

So, what advice do you give your entrepreneurs that you’re working with on increasing revenue if there’s one point you’re to talk about?

Yeah, I would say the way to, you know, 5X revenues is to get good at 1. Avatar gets things moving; get yourself more resources, time, energy, and resources, and then pick another avatar to multiply. Right.

To focus on one course until it is successful. And then they spread out.

And then spread out because it’s easier. It’s simpler. Excuse me. It’s much simpler to do that because you can validate. You can create operational efficiencies that help you reach a different avatar, right? It’s not about your sales system; It’s not about marketing, finding clients, and taking them through your sales process. It’s how you build the company. And its efficiency to serve more people. As that happens, right?

So, for instance, we’ve got a client right now who’s an e-commerce business, right? They help you set up your Amazon marketing and pages, right? They were. They’re grabbing a lot of clients every month, but what’s happening after 6 to 12 months? They’re having a lot of attrition; 50% of their clients are leaving because there’s something wrong with their internal sales system.

What I mean by that is, after you acquire a client and you have them, the sale doesn’t end, and something’s happening here that’s making them leave, or how do we get them to stay ultimately? Because something is going on operationally that is helping them leave, something’s not happening, or something is happening, right?

And when they fix that, the lifetime value of their customers is going to go through the roof, and they’re also going to learn about a couple of their market segments that we can then leverage into the marketplace to get more business, right?

So, just acquiring more sales is not enough. The whole game is about becoming operationally efficient at the same time or along the way, which is going to make it 5 to 10X sales revenue, I should say.

Yeah, it’s all about scaling, right? But it’s many people, and I think many businesses do. Come at things. They have limited resources, but with those resources, they have to allocate them in a certain direction.

So, would you consult entrepreneurs who say they should allocate towards marketing and advertising because it’s a question many people have? Do they allocate to making the product better, or do they allocate towards marketing and advertising and getting a lot more viewers onto the product, and then build the product and make it better?

Yeah, this is a great question. Right, because this is the puzzle to put together. I would say it’s almost predictable once you start predictably pulling in clients on a monthly or weekly basis, and you can. That’s at the point where you start looking at operational efficiencies. I want to see if I can make some improvements there. Does that allow me to serve my clients more efficiently or grab more?

Because what it turns into is throughput, right? I worked for an insurance brokerage. That was my last kind of job, and I could only bring on clients as fast as my team could process them. What I mean by that is that my internal sales system to get quotes and keep customers was clogged, so there were times when, you know, I could bring in a client that’s spending a couple of $100,000 on insurance. And I’ve got a 90-day window before they renew the insurance. My team couldn’t gather the information and get me a quote from the insurance broker in 90 days.

So, I would have to tell the person, “Hey, we will have to work on this next year.” It wasn’t the fact that I could get more sales. The fact that I couldn’t find enough sales through my system to be able to capture it.

So, the problem to work on at that point was not hiring more salespeople or helping me find more deals. How can we fix and create better efficiencies with the team? Because then I’ll be able to sell more. Right?

So, you must be, you know, constantly paying attention to the dance. And if you don’t have sales and you’re working on operational efficiencies, it doesn’t make sense, right? You’re working on something. You can’t capitalize on it at all.

Yeah, like, I was asking this question because, you know, some companies swear by the product-oriented approach. They look at companies like Apple, and they’re like, the product sells itself. However, the more effective approach seems to be the market-oriented approach. 

Then you build the product as it goes because if you’re, let’s say, a business that doesn’t have the There are big resources that, let’s say, a big company has, and you must allocate your money in certain directions. Yeah, it comes down to getting the customers first and building, you know, as time goes by.

Apple can do that now because of how big they are—the A. Business is not   Apple, so things in the enterprise world don’t translate to the small business world. Just because they don’t, right? Apple can operate that way because they have so many eyeballs and people interested that I can figure out something and show it to the 100 million people buying from me. And I know 10 million are going to buy, right? A small business owner does. I do not have that.

Know exactly like, and that’s. That’s the thing—the strategies are different in different categories, right? But, Brian, there’s a question I want to ask you: in your 22+ years, what was the greatest revelation you had regarding the business and entrepreneurial world while consulting all these entrepreneurs?

Wow, there are two things. One, an undertone of what we’re talking about mostly here, is a client; a client-centric approach is by far the best approach. And what I mean by that is that the client, or the ideal client, is at the center of everything. When you have the client at the center of the product, you can design the product better, right?

When you do it, from their perspective, when you put together your messaging and your marketing, you do it. You build the sales process around their perspective. You could build a great sales process that’s meaningful to you but doesn’t mean anything or isn’t meaningful to your prospects. It doesn’t matter. Right?

Years ago, Motorola had an internal process where they made, I think, a phone with zero defects. Right there, they took all these lean principles and applied them. And hey, it was 0 defects, 0 variance. This is a perfect product, and they couldn’t sell it because it wasn’t. It was. It was created at the center of their efficiencies, not the center of what the ideal client wants. Right?

So, it was all for the second thing: growing your business has as much. What do you do about it? Are you working on your business as it is? As you work on yourself, your business grows as you grow. I might suggest that your business can’t grow if you don’t. And it’s   I talked to a client or prospect a few months ago, and we’ve been talking for a little bit. She said to me in an offhand comment, “She goes, Brian. A year ago, when I left Corporate America, I didn’t realize I was; I was signing up for a personal growth injury.” And I said, you just hit the nail on the head, right? That’s exactly what this is because the person who left corporate America wasn’t the person I was talking to then, right?

And the person I talked to a few months ago won’t be the same in a few years, right? And I say this in a good way, right? This is a personal growth journey. And I’d be hard-pressed if you asked any successful entrepreneur questions like, hey, do you think this is as much a personal growth journey as anything? And I would bet $1,000,000 if 100% of them said yes.

Right. I had a revelation right as we were talking about all of this, two things, right? So, I felt   I almost understood the reason why. You know, the higher power that makes us do business and, like, trade and economy is to learn two things. One is achievement and empathy with the other person because, without business and entrepreneurship, you wouldn’t be interacting with other people, groups, or people of different religions; business makes you do that.

You know, like, you’re like, what you talk about as a client-centric approach is having empathy and seeing everything from the other person’s perspective, which is ultimately a spiritual quality altogether. And I guess the second thing is self-improvement because we must grow as people. We must grow and evolve into higher beings, and that’s how we find fulfillment in life. Ultimately, it’s about self-improvement, the tenant, and empathy, which are deeply spiritual principles. That’s like, what? That’s what came to mind as you were talking about this.

So, my ideal client, On the coaching side, right is somebody whose deep actual desire is to become more of who they are, and at some point, in working with people, sometimes it’s early on, sometimes it’s a couple months into it, sometimes it’s six months into it. I told clients they would sell more when permitted to be more of themselves. Because people buy you first, then they buy your service. So that’s why this is a spiritual journey, right? You must start accepting who you are, learning who you are, and being more of it because that’s what sells.

Yeah. And yeah, I would also want to add that one of the things I noticed, and I don’t know if you’ve noticed this as well, the cost many times. Customers were lean startups and may have wanted to discuss it with you.

A lot of times, customers think they know what they want. They say they want certain things, but their actions and what they are subconsciously and in their actions in everyday life tend to be two different things: a lot of business or as they get. I’m confused by that because they do surveys. Many of them do surveys and ask the customers what they want, and they’ll tell them.

But when it comes to the responding side, it turns out to be different from what they say they want. But I don’t know if you’ve noticed that during your time or if it’s just being isolated.

No, I think it’s being able to understand. Get that feedback and that information, and then not be literal about giving it back to them. You know, serving them in that way is OK in that context. How do I, you know, structure my offer? How do I serve these people? That fits that need, but they won’t kind of do a switch or a switcheroo on me. I’ll be transparent and give you an example.

So, I meet people at the sales problem in the coaching. But really, my ulterior motive is to help them become more of who they are because I know they will come through the sales door. So that’s how I get them into my world. And then I just help them become who they are, right? We work 50% on sales and 50% on marketing. But if I said, hey, I’m just going to help people, I will be a life coach and help people become who they are.

People would say, oh, yeah, I want more of that. But then they would never. Many of them would tip over and hire me. But if I go through the sales door, they absolutely will because they want that. And I know. And what I know to be true is that they will have to become somebody different to get to where they want to go. And I can help them do that.

So, it’s figuring those things out. Right. That’s why I gave that example. And it’s figuring out how you can come into their world through their view and serve them. You know, the way that you want.

It’s fascinating just talking to you. It’s fascinating because 90 percent of people think that sales revenues are high. They think of the snake oil salesperson. But literally, what we’re talking about is based on the spiritual principles you must work with a team. To be highly successful, you must go through These common themes. For successful salespeople and people who increase revenue, it’s about a client-centric approach.

100% of the time, when you align with who your client is, things happen. Magic happens.

Brian, one other question I wanted to ask was, in your time consulting all these entrepreneurs, what do you think is the biggest roadblock regarding people’s mindset regarding succeeding?

That’s a great question. I think it is. It shows up as self-sabotage. And what do I mean by that? Many times, people think that they don’t know the answer, and they do. They just choose not to choose, not to choose it right. For instance, when I give clients examples of how to approach somebody or think of something, they’re like, oh yeah, I kind of thought that, and all my coaching did was permit them to choose what they thought was the best. Choice, right?

Well, this is this.

Yeah. So self-sabotage shows up where I won’t make that choice because I’m holding myself back from what? The answer? And I know it, right? And maybe it shows up its self-doubt; right, it’s these, these, these cycles and part of the psychology around it is that they’re just protecting themselves. Think about this, right? I think about this for myself, right? You know, the person I am today is not the person who is getting paid $50,000 to speak at a keynote event, you know, or doing a webinar with 2000 people on it, right? And when I think about that, I have to become somebody different.

And because that’s unfamiliar to me, it’s scary. I must give up some of the habits and mindsets I have today to make it. I can make an easy choice to become that person, right? It’s just a simple path. But I just self-sabotage, like, no, I’m not going to do this or not going to do that, or I shouldn’t do that, or why would those people want me to talk to them?

So, I don’t reach out. Right. Or I’m not sure what the next best move in my business is because I’m more committed to being confused and blocking myself than I am to figure it out. Makes sense?

No, no. It makes a lot of sense, and I don’t want to add that there are two types of sabotage, right? There’s the fear of failure, an esteemed issue. And on the other hand, it’s a ridiculous type of sound. It was the fear of being successful. Like, I got it. It’s one of the most ridiculous things that goes both ways.   I do. For the longest time, I’ve never understood why anybody would be afraid of being successful, you know?

A lot of responsibility comes with it. Right. There are a lot of good things, bad things, and neutral things, right? You just must accept that because I’ll do this by myself. I won’t make it general. We all are. But I make it by myself. Is. I’m comfortable being who I am right now. As much as I have ambitions for more, I’m kind of in my routines; I’m in my habits, which is comfortable.

Making an extra $20 to $50,000 a month is simple. I need to do different things. New things are uncomfortable just because they’re unfamiliar, right? And it’s like, yeah, I’m. I’m just kind of okay with being this way until I decide to get uncomfortable. I’m just going to be this way.

Yeah, I think about what you say. Talk about a sense of contentment, but many people believe you must be discontent to attain greatness because you must keep pushing. But it’s just you have different points of view.

Know. Yeah, that’s a narrative of that. Motivates and works for. I think there is a very small percentage of people in the world. However, it’s taught that many people should adopt that, and I don’t know about you, but I’m lazy. I want to figure out how to make more money and less time so I can spend time with my friends and family, right?

I’m good at that. No, that’s true. You know, that’s the most efficient way of doing something.

Yep, and where the hard work comes in is me changing how I view the world and my beliefs. That’s the. That’s the hard work. I’m. I’m willing to work on it because it has so many benefits. It helps me think about doing things in my business more effectively and efficiently.

So, I can make more money in less time. I’ll. I’ll. I’ll do that hard work, but if you’re an entrepreneur and always working, you got this wrong meaning. You’re building a business to have more time and money freedom. So, you’re not building a business if you’re doing everything yourself. You have a glorified job.

Brian, I could go on and ask so much because there’s so much to unpack here, but obviously, the time runs out.

So, I must, like, go to the next question. I have. In America, they say it’s an entrepreneurial immigrant identity, right? The identity of America was built on entrepreneurship, starting businesses, and sales. How? What is your perspective on the American dream and the connection between entrepreneurships? 

Oh, you know, I think entrepreneurship and the American dream are built on sovereignty. I have full sovereignty over my whole life, and a mechanism to get that is entrepreneurship, right? It can give me, I said, the time.

And you know, money, freedom. In the world. So, I think those two things are directly connected. They go hand in hand because I’d imagine everybody listening to this. Once more time, freedom wants to do the things that they want to do. That makes them happy, whatever that is. Right. And to get that, you need money, right? And. And that’s what entrepreneurship, you know, gives you.

So, I think that’s the way those two things are connected. It would be best to work on yourself to be a good entrepreneur. If you’re working on yourself, you’re working on ways to do that. You focus on things that make you happy or understand that, and then work on ways to get more of whatever is in your life.

No, I think the path to financial freedom and time is starting a business, entrepreneurship, and investing, and many people are afraid to do that. But, like, you know, so it’s part of their identity; you know, as an American, you should at some point think about it because that’s. What’s going to lead to it? The greatest set of freedom, because ultimately, you all want to be free.

100% right. That’s independence, freedom, and sovereignty. We all want it, right?

That all comes from increasing revenues, increasing sales, and yeah, it’s the, it’s the in the beginning before we got into this consumer mindset, we were producers, you know, at least till the first half of the 20th century, in the 1970s, we were producing and building things that’s what made America into the nation. I was, so yeah, you are an example of what I would call a strong America.

Thank you.

You’re living the American identity.

Man. It’s fun. It’s not easy, but it’s fun. Growing up, part of the American dream for me was that I just imagined taking my kids to school and dropping them off daily. And you know that freedom. It would be great 3–4 years into my business.

One day, I was behind my computer sharing what I had just shared with you, and it hit me. That’s happening now. I hadn’t noticed. I mean, it was happening, but it didn’t have a realization like, “Wait, I’m already there.”   I already achieved, you know, the dream. And then it was like, OK, what’s next, right? So, it’s possible, right? If you can dream it, you can. I can build it.

No, for sure, Brian. So, Brian, can you tell me more about your on-purpose growth and FB EEC, the organization you’re working with?

Yeah, the FEC is just kind of a passion project. I love helping entrepreneurs, and we’re an economic development nonprofit. What I mean by that is that the executive director goes out and begs people for donations. And what we do is help businesses that are past the startup phase go through acceleration.

So, we’ve worked with some. Breweries, therapists. There’s an electric bike company and a commercial HVAC and plumbing company, and the whole idea is to help these business owners and CEOs get the mentorship they need.

So, they can grow the business. We don’t invest in your stereotypical accelerator or incubator; basically, we are looking for companies to invest in that they can, you know, grow, and make money off of. We’re not. We don’t invest in these businesses. We don’t take any ownership. We just pay for them to get mentorship.

So, we can grow jobs and revenue, you know, in the local area. And that’s just a passion project. But when it comes to on-purpose, with, you know, on the consulting side, we’re acting as an outsource CRO where we’re doing long-term projects or short-term projects to get a throughput of sales, right? How do we get and make movement that matters in the sales strategy process? Differentiation area that gets the sales that you know where people are looking for.

And on the coaching side, it’s helping these people who broke away from corporate America never return. It’s helping them think about sales, strategy, process, and differentiation while our competition teaches them. Closing skills and objection handlers

We’re helping people build a better system, and then once you have a good system set up, let’s work on skills because you’ll have enough opportunities to practice. However, the system component is more important.

And, uh, that’s awesome. And, yeah, I would. I would ask the audience to look On purpose Growth, you know? Because of how you’re doing, if they need help with entrepreneurship and business and I give them increased sales, I think I would want them to see what you’re doing and get you to consult them.

Yeah. No, I appreciate that. And there I also have my website, McDonald, Brian; it’s Brian with a Y. It’s backward because there’s a Brian McDonald out there who has websites and social media. So, I got my website with some offerings on there, and then every one of my socials ended at McDonald’s. Right. It’s all. They’re all the same.

I was going to ask you that briefly, but I also wanted to ask if you’re doing any projects. Would you want the audience to give consent to it?

Yeah, one thing is, we’re going to be doing an A5-month program for entrepreneurs on the coaching side who want to double or triple their revenue, and I have a guarantee of that program. If, at the end of those five months, it’s a group session, we max it out at ten people. If, at the end of that time, you’re not acquiring clients or you’re not acquiring prospect meetings with ideal clients, I’ll coach you until you do. That’s how confident I am regarding our work in the process. We take people through. If you apply the things and follow what we’re talking about, it can’t happen.

That is awesome. That is amazing. Yeah. Brian, how can the audience connect with you and learn more about you, your coaching program, and what you’re doing?

Yeah, I would say McDonald. BBriant.com is one good way. LinkedIn is another great way. I spend a lot of time on LinkedIn, and you can also find me at purposegrowth.com. So those are probably the three best places to find them.

OK, Brian, I’m grateful you took the time to do this podcast with me because what you shared regarding revenue and sales is applicable. People must know how to use a client-centric strategy, especially when starting a new business. Achievement with their clients, you know. As you know, many businesses fail, which could mean the difference between success and failure.

So, I appreciate you taking the time to do so, and I would want to have you on the show later.

No. Awesome. I appreciate you having me on; it was a great conversation. I appreciate your time.

Yeah. And I want to conclude this episode by letting my fellow extraordinary Americans know that, hey, look, there’s an extraordinary within every one of us. one of us. We must awaken it and unleash it until next time. Bye for now.