Would YOU Buy Your Own Offer? Here’s Why It Matters… with Shawn Q

Jennie Wright [00:00:02]:
Hey, everybody. Welcome back to the Acquire podcast, where we’re gonna talk about scaling and list building, lead generation, sales, marketing strategy, and a whole lot more. And I’m your host, Jenny Wright. And today we have somebody incredibly special, a very good friend of mine, and somebody who I’ve gotten to work with over the years multiple times. And I just never, ever want to not work with this person because they’re fabulous. It is Sean Q. Sean, thank you so much for being here.

Shawn Q [00:00:28]:
Jenny, thank you so much for having me.

Jennie Wright [00:00:29]:
Always. Are you kidding? You were on episode 24, which was like baby episodes for a choir, and now we’re in the hundreds. I don’t even know how we got here.

Shawn Q [00:00:38]:
That’s wild. First of all, congratulations, Jenny. I mean, I am honored to. Now, am I like a friend of the podcast now? Is this my second time being on the podcast? Yes. And that’s no easy feat. Anybody who’s listening to this, who’s ever done a podcast, you know, most podcasts don’t go past 20 episodes. The fact that you’re at 106 episodes, like, man, Jenny, congratulations. That’s huge.

Jennie Wright [00:01:01]:
Thanks. Yes. I’m gonna have to get like, you know how SNL has the jackets if you’ve hosted.

Shawn Q [00:01:06]:
Right.

Jennie Wright [00:01:07]:
I’m gonna have to get something for my repeats. They just keep asking back, and then there’ll be some sort of like, badge of honor for how many times you’ve actually been a guest. So we’re gonna have to work on something like that. So let’s just get everybody to get to know you a little bit. If you don’t know who Sean Q is. Uh, Sean is the co founder of Abundance Worldwide holding company. He is a serial entrepreneur, a coach, an author, a speaker, a Star wars enthusiast. If you’re seeing the video of this, you can see we’ve got what people call Baby Yoda, but we will correct everybody with the proper name.

Jennie Wright [00:01:37]:
Uh, and you’re also now a Star Wars Fitness YouTuber, which I find fascinating. Um, and so today we’re gonna talk about fundamentals. Fundamentals of scaling, fundamentals of how you come into businesses or create businesses, improve them, and then help people scale to new heights, like multi. And I mean, you’ve worked in and you’ve created multi seven figure businesses, which is incredible. And so I just want to get into the minutiae of that with you.

Shawn Q [00:02:08]:
I love it. Thanks so much. And yeah, I’m a massive Star Race fan. This is Grogu. Just to give everyone the correct name right behind me, and I don’t know if you can see, it’s a little blurry. But you see a mando head right there as well. Of course, in Lego. So pretty.

Shawn Q [00:02:24]:
It’s pretty cool.

Jennie Wright [00:02:25]:
All right, so before we dive in, there’s something like, okay, this whole Star wars fitness thing, I need to know a little bit more about it. I want to document this a little bit simply because I know it’s also had positive effects for you with other things. Right. So how did you get into this Star Wars Fitness YouTube thing? What is it? How is it helping you?

Shawn Q [00:02:46]:
Yeah, So I. About 75 days ago, I started 75 hard, which is a workout challenge that requires you to do two workouts a day. One outside and one inside. 45 minutes each. You have to read 10 pages of a non fiction book a day. You have to read drink a gallon of water a day, the progress picture a day, you don’t drink alcohol and you stick to a diet of your choice. And so I decided to do that. Within, you know, the last two years, I’ve lived a very sedentary life with the exception of like moving around and playing with my daughter.

Shawn Q [00:03:21]:
But since my daughter’s birth about two and a half years ago, my workout routine, my whole life schedule has just gone awry. And for anybody who works remote, you know, you typically sit behind a desk in front of your computer on a chair for eight hours. I know how unhealthy that was. And so I made a decision. I’m going to do 75 hard. I needed just some structure and just a reason to like do the workouts and do movement. For the first two weeks, I made it very easy. I was doing 45 minute walks inside.

Shawn Q [00:03:52]:
I was using my walking pad inside, I was doing 45 minute walks outside. You know, I would do some yoga here, there, but very light workouts. Then I started doing full body workouts because I got bored. I was like, okay, I got to do this a little bit more intense and started doing a little bit more full body workouts. And then I wanted to get more intense. So I started doing HIIT workouts, which is high intense interval training. And after that I wanted to get more intense. So I started doing Pilates and Pilates.

Shawn Q [00:04:22]:
First of all, I’ve never done Pilates before. Mostly because I was scared of the word. It just sounded scary. And then I started doing it and I realized, oh, it’s an appropriate word because this is really hard. And so I started doing Pilates and then I started getting a little bit bored with that. So I started doing Weight training. And I now do kind of a mixture of things. But I thought, you know what, I growing up, I was never like that athlete.

Shawn Q [00:04:47]:
I was never into a lot of movement and I was a big nerd. And I thought, how can I make this more fun? And on top of that, what makes anything 10 times more exciting and more fun? Adding a lightsaber. And so I have a lightsaber. It is a beautiful replica. It was like $800 my wife bought me for my birthday and it is amazing. And so I have lights that I’ve used for like studio stuff. So I put lights out and I do full body workouts and just add a lightsaber to it. And it’s a Star wars fitness channel.

Shawn Q [00:05:23]:
So for those of you with lightsabers, all you have to do is search on your favorite streaming platforms for Star wars fitness and you’ll find my super intense looking, epic looking, but really fun lightsaber workouts. And what’s really exciting is I now find myself excited to work out. Sometimes I’ll do that. Like other times I’ll just do be doing weight training or pilates again. But I look forward to the days I get to do these lightsaber trainings. Well, I decided, you know what, I want to film this. I want to put this out. I’m sure there are other people who love doing it.

Shawn Q [00:05:59]:
And what I quickly discovered is one, like millions of people have lightsabers, whether it’s from Disney or just toys from the toy store. Number two, people really started gravitating towards it. I started getting people reaching out to me. I’ve had a couple of brands reach out to me, lightsaber brands. I’ve had gyms reach out to me. I’ve had a lightsaber commute like Star wars cosplay communities reach out to me, asking, hey, would you either feature our brand on your, on your YouTube or would you do a live workout with us as like this big experience? And what I’m finding is that it’s building a brand that was kind of an accident for me of, oh, I just kind of want to have fun. And, and now people are kind of gravitating towards it, which is really exciting. So it really, it’s a selfish way for me to have a lot of fun while working out.

Shawn Q [00:06:54]:
And number two, it’s getting, it’s inspiring other people who were like me. Maybe they’re not athletic, but they like Star wars, they like lightsabers, and they’re one of my favorite things. One of the comments I’VE gotten from one of my videos was you’ve inspired me to get moving again. My wife says, stop playing with your lightsaber. And I’m saying, I’m not playing with it. I’m working out. Exactly. And it’s.

Shawn Q [00:07:16]:
It’s pretty awesome.

Jennie Wright [00:07:17]:
Yeah. And you’re. I mean, okay, so how this pertains to business, and I love this is. Even though it’s an accidental thing, your. Your YouTube shorts are getting views, like a lot of views.

Shawn Q [00:07:30]:
I think my last one got like two or three thousand views. And like, I. I’m not doing much strategy with it. It’s just I’m posting something that I think is hitting a market that exists.

Jennie Wright [00:07:43]:
Yeah.

Shawn Q [00:07:44]:
And again, like, there’s just the natural cool factor of the lightsaber and the lights.

Jennie Wright [00:07:49]:
The lights are cool.

Shawn Q [00:07:51]:
The lights are pretty cool too. Go, go follow me on YouTube. Subscribe. Do all the things like and follow. But you’ll be able to see some of those shorts and it’s been really exciting.

Jennie Wright [00:08:02]:
Yeah, Yeah. I love it. I’m a subscriber and your shorts keep coming up and I keep watching them. I think it’s fab. I don’t have a lightsaber, but I am. I am one of those happy half Star wars, half Star Trek people. Right. I’m right in the middle.

Jennie Wright [00:08:19]:
I’m a big Next Generation fan. But let’s move over to the business side a little bit because I have so much I want to talk about with you. I mean, honestly, we Talked on episode 24, which feels like a gazillion years ago, and so much has happened. And one of the things that I learned about you. So Sean and I worked on a summit together. Sean and I have worked on a couple things together. Now we get the chance to work a lot more closely together in a couple things, which is fabulous. And one of the things that I learned about you is how operations driven slash.

Jennie Wright [00:09:00]:
I don’t know, how do I say this? You bring almost this really cool empathy and understanding into operations. Like, it doesn’t have to be militant and crazy and all that. It just, it has to work and feel good. And one of the things that I wanted to talk to you about was if people are sitting in the multi six or the high six and they want to go over seven, there’s problems of scale, there’s problems of like your CRM, your, you know, your, like whatever you’re using to build out your business. Like if you’re using go high level or you’re using something else. All, all These little minutiae problems. Can you kind of share what you feel are the big three that people who are trying to get over that hump experience and what the little fixes can be?

Shawn Q [00:09:45]:
Yeah. So people typically hire me to do a lot of thinking for them. They are founder operators. So they founded this business and they find themselves wearing 17 different hats. And they either don’t have this time to strategize, they don’t have the time to think about their business in the way that they want to because they’re so focused on building systems. And most of the time, these founder operators are visionaries. They have this massive vision. They want to change the world and they want to do it specifically through business.

Shawn Q [00:10:15]:
And they’re not necessarily those operators. They don’t have kind of that system brain. They have that mission brain. And so a lot of their energy is going towards system and not towards mission, which is their genius on what they do is they hire me to come in and do the system thinking for them. One of the things that I typically tell a lot of my clients is I don’t care about the individual problems that you have in your business when it comes to scale. I care about the systems that solve those problems. If you have, for example, a light bulb that isn’t working in a big warehouse, I don’t care about why that light bulb isn’t working. I care about the system that caused someone not to check that light bulb, light bulb, or audit all of our light bulbs or make sure that all of our light bulbs are working or didn’t have a way to quickly replace that light bulb.

Shawn Q [00:11:06]:
I want to think about the, you know, the system that’s going to solve that on a consistent basis rather than get stuck in the weeds on individual problems. And so they hire me to do these thinking, this thinking. And it’s around three different areas. Number one, it’s strategy. It’s how do we build a strategy that’s scalable? When it comes to generating leads, when it comes to making sales, when it comes to running the business, when it comes to fulfilling on clients, services and deliverables, those are the four kind of areas that I see founder operators get stuck in. They’re either the person who is responsible for being the brand of the face or the face of the brand. They are responsible for creating the content. They’re responsible for generating a lot of hype and momentum, getting people to raise their hands.

Shawn Q [00:11:53]:
You know, they are the lead generator or they’re the salesperson. They’re the one who can sell at the highest level, they have the highest conversion rates. And so there’s been difficulty in delegating that to other salespeople. And so they’re the ones on discovery calls, they’re the ones trying following up with people. The other thing is operating, so operating the actual business. They’re the ones running the meetings, they’re the ones hiring and firing, trying to find promotional opportunities for their staff, making sure that their staff is actually doing the work and keeping them accountable, finding ways to keep scorecards and accountability at the forefront of their staffing and then finally delivery of service. Typically they are experts at what they do. So they, especially in service based businesses, they’re still responsible for delivering services to clients.

Shawn Q [00:12:43]:
Whether it’s coach, consultant, they’re coaching and consulting, whether it’s a social media management company where they’re still creating, creating the strategy and creating content and publishing the content, whether it’s a web development business and they’re still the one creating the websites. What I do is I come in and identify, okay, where we do this comprehensive audit and we identify growth bottlenecks, where are you the bottleneck? Where can people not grow? Where can the company not grow because you are still involved in it? How do we remove you? And how do we create a process that creates consistent results across the board so that we can then begin to identify ways to scale and grow it? If we can find, you know, if the founding operator is converting at 40%, how can we build a system that’s going to convert at 25% consistently so that we can then say, okay, how do we get this from 25 to 27? It’s enough of a percentage drop that is, you know, going to incentivize us to really focus on this problem. But it’s also enough of a conversion rate for us to be okay with the founder removing themselves and you know, doing something else. And the reason why I bring up sales is because most of the time the founding operator is going to be the best salesperson because they founded the company. They, they are the decision makers. They can say yes or no to every single objection. They can say yes, they can negotiate the best, whereas the salesperson is going to be a little bit more constrained with the process that we put together for them. So, you know, it’s these four areas.

Shawn Q [00:14:15]:
It’s marketing and lead generation, sales and conversions, operating the actual business and fulfilling the, the delivery of services that we audit. Identify those bottlenecks and then, you know, map out the process to reduce that friction.

Jennie Wright [00:14:31]:
Okay, that, how long does something like that take like that whole process?

Shawn Q [00:14:36]:
Yeah, I mean so typically what I do is people hire me for anywhere from six to 18 months. Sometimes it’s a little longer, sometimes it’s a little shorter depending on the scope of the project. But what we are doing within that initial audit is that’s typically a two to four week experience depending on the size of the company. So I’ll give you an example. I was working with a company that had 182 employees. It took a little bit longer because we were interviewing all of the leadership. We were auditing different processes that have been put in place by preventing previous leadership that had then been adopted by new leadership. And that adoption of that process wasn’t functioning very strong or functioning very efficiently.

Shawn Q [00:15:22]:
You know, the, the, there was a high churn rate of employees. So there was no, there was a lot of, there’s a lack of knowledge being passed down. And so there was a lot of like sops that weren’t being followed or just not clear created workflows that weren’t built out. And so, you know, that was a longer process. Then I joined other companies that maybe they’re six to 10 employees and some of those are part time contractors. You know, that’s going to be a much shorter process. I’m spending a lot less time with the employees, spending a lot more time with the founding operator. Because I want to understand, okay, where are you still the bottleneck and what is the actual scale plan? In that kind of diagnostic and assessment we build this playbook of scale.

Shawn Q [00:16:10]:
How do, what is, what is our scale point, what are, what are the several scale points that we’re going to hit? What are the processes that need to be built, what are the systems that need to be structured and thought through and how long is that going to take us? And then that kind of determines, okay, Is this a six month contract? Is this an 18 month contract? Is this a 24 month contract? My hope and goal is, as you know, is to take a founding operator, identify what is their exit plan. Because I don’t necessarily believe in scale without having an exit plan. Now that could just be exiting the day to day operations for the founding operator. But that could also mean getting acquired. That could mean family succession, that could mean a variety of things for the founding operator. So identifying first what is their exit plan, what is the long term plan for this company when the founding operator, by choice or by death can’t operate anymore. And then we build the kind of scale plan to get to that exit, exit point.

Jennie Wright [00:17:15]:
Okay, there’s there’s so much in there and it’s so detailed and it. It makes me giddy with all the detail. I love SOPs, like, give me a good SOP and I’m a happy camper. But, you know, I’m a marketing and lead generation G. And when I look at how companies from my side and I’m not coming at them the same way you are, I’m coming in temporarily in some of the companies and then more long term. But when I’m coming in temporarily, I’m usually doing a lead generation event, like a summit, like a webinar series, or creating something like an SLO or something along those lines. And then I’m usually backing out. Right.

Jennie Wright [00:17:53]:
And then in other places and I have to. I have to pause this for two seconds and give Sean an incredible amount of credibility. Over a year ago, and this is like a personal story, and I will not get emotional. Over a year ago, I was struggling with getting clients and figuring out what I wanted to do. I didn’t want to keep being in the weeds. And I talked to Sean, we had a call, and Sean’s like, you’d be a really good, like, fractional cmo. Have you ever thought of doing it? I’m like, I have no idea what that is. We talked about it for hours.

Jennie Wright [00:18:25]:
Sean actually gave me the version of the playbook he’s been talking about and gave me some ideas. I actually got my first CMO gig as a result of, like, Sean helping me plan out what I would charge and what I would do. And it opened up a huge door in my business, and I owe him so much credit for that. And so I just wanted to give you props for that right now. So thank you for that. It was a life changer. And when I. So now I have this opportunity to come in short term, but also long term.

Jennie Wright [00:18:57]:
And I see these huge differences with lead gen and marketing and sales and everything with a lot of these companies. And what I’m seeing is they’re trying really hard to create all the systems and processes and not like the left hand isn’t always talking to the right hand, right? And there’s all these. These disconnects between. If you have a sales department, the sale, like the sales team isn’t really necessarily talking to the marketing team sometimes. And there’s these weird disconnects and then the operator is trying to put their arms around everybody and keep them all happy and doing all the same things and everything. And of course there’s going to be bottlenecks. And so on. And what you’re doing is, I think, is incredibly valuable because you’re creating the opportunity for the business to actually flourish and grow without the operator feeling like they’re losing control of their company, which they aren’t.

Jennie Wright [00:19:58]:
They’re just taking a different role. Am I got that right?

Shawn Q [00:20:02]:
Yeah. What I would probably say is that one of my favorite things to do with a founding operator is to fire them from as many jobs that they’ve acquired that don’t belong to them. I’ll give you an example. There was a founding operator that was still typing out the proposals and invoices for every single client that they acquired.

Jennie Wright [00:20:22]:
And.

Shawn Q [00:20:22]:
And they weren’t the salesperson. They weren’t, you know, anything else. They. That’s just. They’ve always done it. It was connected to their. There was a little bit of fear of, like, what if we charge the client the wrong thing and then we have to go back and like, it’s a whole money thing now. And this was one small task that they were still doing that.

Shawn Q [00:20:41]:
I said, okay, listen, you have sent your last invoice and proposal. We are going to give this now to this person who has been with the company for three years, is very trustworthy, has signed all the contracts. Like, we will train them on how to do it and trust that they can do it. Now, this was a small task. And this is, you know, a lot of people, a lot of founding operators will say, well, it doesn’t take me a lot of time. What they don’t recognize is that although it doesn’t take a lot of time, it is still robbing them of the energy effort, you know, and even short amount of time that they could focus on things that are going to 10x the company. Creating an invoice and writing up a proposal isn’t 10xing the company. It’s not even 2xing the company.

Shawn Q [00:21:27]:
You’re landing one client, you’re writing the invoice, get it sent out. So it’s firing the founding operator from as many things as possible, and it’s making the founding operator’s position voluntary. Everything the founding operator should be doing is because they want to do it and because they have fallen in love with it. But it should be voluntary in the sense that there’s a process in place for when they stop wanting it. We can then easily delegate it out and give it to someone else. And so the. And that’s a little bit of why we, like, focus in on that exit plan. Because if the exit plan is getting out of the Day to day weeds.

Shawn Q [00:22:05]:
Sometimes, like with coaches and consultants that we work with, it’s. They just want to coach. They don’t want to exit the coaching, they just want to coach. But they do want to exit the marketing and the sales and, you know, the operations. And so it’s, what do you want to do? What do you want your lifestyle to look like? What is your exit plan? And let’s start kind of firing you from everything else as fast as possible while putting in processes and systems to supplement your exit of that, that role.

Jennie Wright [00:22:30]:
Unbelievable. I. It makes me happy to hear you talk about this because I know that there’s. I’ve had multiple conversations with people that need this kind of help. Uh, now is it just you that gets into these things? Like, it’s just. Sean Q. Do you bring a team in? What do you like? What’s it look like?

Shawn Q [00:22:47]:
Yeah, typically I’m working with companies that have staff. And so we are going in and working with their staff and I’m training their staff up because I have an exit plan. I don’t want to be with the company for too long. I get bored. I want to scale it, set it up, let you run and, and then kind of exit. Sometimes I’ll bring in a team, depending again on the size of the company. With the company that I mentioned earlier, with 182 employees, I am not interviewing all 182 employees. We’re not auditing all of their 50 plus leadership.

Shawn Q [00:23:20]:
You know, I’m bringing in additional coaches, additional consultants, additional operators for the audit and consulting side. And then we are bringing in executive coaches typically to work with the executive leadership. And I’m working with my team and their team to make sure that we’re following the scale plan that we set forth.

Jennie Wright [00:23:44]:
So that’s. There’s a lot going on, which is super cool. When I think about scaling and when I think about growing a business, I know that when I started mine, I definitely was the bottleneck. I didn’t hire team quickly enough. I was still doing all the invoicing. I was still doing all the things. Right. But I felt like I had to.

Jennie Wright [00:24:06]:
And I think a lot of founders feel that way. They feel like they have to do all that and they don’t understand that there is another way. And they’re very reticent. I think people are very much in their, what is it, you know, their habits. Right. And so you come in and very gently and very nicely because I’ve heard you talk to people and you don’t come in like swinging A sledgehammer. Right. But you do come in and you’re like, okay, you’ve just written your last invoice, which internally is like, you’re fired, but with a smile on your face.

Jennie Wright [00:24:35]:
I think it’s great.

Shawn Q [00:24:37]:
Yeah. You know, another thing is sometimes it’s not firing people is giving them clarity on what their role actually is. So I’ll give you an example. One of my clients, they weren’t looking at their financials at all. And like maybe once a year when they had to because of taxes and where they looking at their financials and I let them know. Part of your job as the CEO is to look at our financials every single day and allow that to inform the decisions we’re making. Even if the numbers aren’t where you want them to be and even if they’re disappointing. Let’s have a conversation around those numbers.

Shawn Q [00:25:11]:
Identify what can we do today that’s going to be in alignment with our long term plans to change these numbers. And you know, he was, when I told them I’m going to, you know, in our sales conversation, essentially, and kind of one of our initial conversations, I told him like, I’m going to require that you look at your financials way more frequently than you are today. And he was like, okay, I hate you and I know that’s something I need to do. So at times there’s, you know, I believe accountability is kindness, clarity is kindness. And so the more accountable that we can create, the more system of accountability we can create with the executive team and the founding operator and the more clear we can get about where is the company today and how can we grow it over the next quarter, you know, year, etc. I think that is kindness to them. Even though it might feel like, oh, that’s going to create a lot of anxiety. It’s what your job as the CEO is.

Shawn Q [00:26:14]:
So sometimes it’s firing the CEO from, in the founding operator from jobs. Other times it’s creating clarity on here’s what your job actually is. What I found also is founding operators have never done any CEO training. They’ve never been a CEO before, they’ve never been a founding operator. So they don’t have the awareness of what their job is. Most of the time they’re the experts. So they’re like, my job is to deliver services. My job is to get sales and go land clients.

Shawn Q [00:26:44]:
And when we start creating clarity on your job is actually not to go land clients. Your job is to go acquire partnerships that like, I don’t care about landing One client. I care about you creating partnerships where there’s hundreds of clients there, that’s where you should spend your time, nurturing those types of relationships. I need you thinking about how do we 10x this company? Maybe that’s through acquiring another company and getting the data we need there. Maybe that’s through entering a new market. Like those levels of strategic thinking is what the CEO needs to be focused on. Leave everything else to, you know, someone like me or somebody on your executive team that we’re working on and training. You know, the running of the company is not what the CEO focuses on.

Shawn Q [00:27:27]:
The growing of the company is what the CEO focuses on.

Jennie Wright [00:27:30]:
That’s an incredibly valid point. All of this work, how long have you been doing this?

Shawn Q [00:27:37]:
Yeah, so I built my first million dollar coaching practice and that was probably about six, seven years ago, and then started to work with other companies and began to discover, oh, I’m really good at this, you know, going into other companies and supporting them, you know. And so that’s had been happening for about five to six years now.

Jennie Wright [00:28:00]:
Amazing. And this prompted you to create Abundance Worldwide, Correct?

Shawn Q [00:28:06]:
Yeah. So Abundance Worldwide is a holding company and a coaching company that works specifically with personal and professional development based businesses. These are coaches and consultants that are executive coaches, career coaches, transitional coaches. They can also be more on the personal development side. So they’re coaches around skill set or coaches around productivity and they’re building businesses. What we do is we show them how to not be the founding coach, but to be the founding CEO. So they actually remove themselves even from the coaching if they want to. But there’s at least a plan in place for them to hire other coaches to deliver services so they can build a real business that doesn’t require them to deliver services.

Shawn Q [00:28:51]:
And then what we do is when the coaching company is at a certain level, we start to engage in conversations about what would it be for us to acquire this company and truly help the coach exit and scale. So if we acquire you, we bring the backing of our entire company to you, help you scale it and then help you exit. And that’s kind of what Abundance Worldwide.

Jennie Wright [00:29:14]:
Is focused on, which I love. And you know this because I get to be part of Abundance Worldwide. I am your cmo and which makes me super happy to say and for the past, like, gosh, I mean, joined the company about a year ago, been working really, really hard as a team. We have such a cool masterclass that people can go check out, which I want to talk about briefly before we wrap up. I’d Love for you to kind of put your spin on it instead of your cmo, put your spin on it. So tell us about it.

Shawn Q [00:29:48]:
Yeah. So what we essentially show you in this masterclass is how to go from being the coach to being the CEO. How do you shift your mindset and understand what your role is as the founder of your company when you’re no longer required to be it? The coach and the salesperson and the marketer and the content creator, et cetera. We also show you the system that allows you to generate leads on demand, convert those leads without a sales call, and deliver services without having to be the person delivering the service. There’s a system you can put together and build, and we show you exactly what that system is and how to build it. And then we also show you what does scale look like for a coaching company. How do you scale a coaching company? Some people just want to be lifestyle coaches. They want to coach a few clients, handful of clients, and kind of make lifestyle money.

Shawn Q [00:30:38]:
Nothing wrong with that. That’s fantastic. Other people, hey, I want to build a $10 million company. I want to grow this company to like, I want to be a millionaire. I want to build generational wealth. I want to build a coaching company I can pass on to my family. You know, to my. For me, the first coaching company I started was first name, last name coaching, Sean Quintero coaching.

Shawn Q [00:31:00]:
And then I had my daughter and realized, oh, I can’t really pass down Sean Quintero coaching to someone who doesn’t have my name. And so we help coaches really develop a business brand and show them how their personal brand can support the business brand, but how the business brand is acquirable, whether it’s by, you know, a private company or, you know, a daughter, son, family member that they want to pass it down to. And that’s kind of the whole concept of what we cover in the masterclass.

Jennie Wright [00:31:31]:
And there are so many different things that I. And I know I’m literally talking and pitching this because I believe in it so much. And I’m just such a huge fan of what you were building before I came on board and everything we’ve been building since. I’ve been able to watch you do it, which is fantastic. And one of the reasons I wanted to have you on a choir. So we’ll have the link to that masterclass in the show notes. I highly recommend watching it and just seeing what Sean’s talking about. The.

Jennie Wright [00:31:58]:
The step by step and the plan that you can create is phenomenal and a game changer. And I highly, highly recommend. So we’ll have the link for that in the show notes. Go check it out. And then also, Sean, where can people just hear more about you and all the good things you talk about?

Shawn Q [00:32:14]:
Yeah. So you can follow me on every social platform at heyshawnq and then you can work out with me with your lightsaber simply by looking up Star Wars Fitness.

Jennie Wright [00:32:26]:
And it is the only one. You look up Star Wars Fitness and you were at the top. Like that is it.

Shawn Q [00:32:29]:
I love it.

Jennie Wright [00:32:30]:
I love that. It’s so perfect. Sean, I really appreciate it. You’ve been a great mentor and a great friend and a great CEO for me, and I’m just really tickled that we were able to get you back and have this really cool conversation. So thank you again.

Shawn Q [00:32:44]:
I love it. Anytime, Jenny.

Jennie Wright [00:32:45]:
Awesome. And if you’ve listened this far, thank you so much for listening to Acquire. I love doing these episodes for you and I absolutely, absolutely want to know what you think and who you think we should interview next. We’ve got great episodes coming up this fall with some really cool people, so go ahead and stay tuned for those. And if you haven’t already, make sure you hit subscribe. You know, kindly leave me some love as a review. I’d love to hear what you think as well. That would be great on any of the platforms that you’re listening to.

Jennie Wright [00:33:11]:
Make sure you hit that subscribe button. Thank you so much for listening and we’ll talk to y’ all soon.