AP 1231: How Do I Best Organize and Promote the Offerings in My Business?

AP 1231: How Do I Best Organize and Promote the Offerings in My Business?

Pat Flynn: What's up everybody Pat Flynn here and welcome to episode 1231 of AskPat 2.0. You're about to listen to a coaching call between myself and an entrepreneur just like you. And today we're speaking with Jeff Gargas over at TeachBetter.com. He and his company with twenty five employees helps teachers teach better. And they do events, they have courses, they work with a lot of curriculum directors and things like that. You can check out their conference at TeachBetterConference.com, but again, TeachBetter.com. And I just absolutely love the work that they're doing.

And Jeff presented something really interesting today as far as a lot of the, not just like curriculum related things, but how do we balance all the things that we are promoting and who are we promoting too? Because in this case, the teachers are, it's interesting, he brings up a concept called the Toys "R" Us model, which he even says is a bad name for a model. Cause Toys "R" Us didn't make it. Although they're still alive in Canada, I hear. But the idea that Toys "R" Us markets to kids, but it's the parents who are the ones who make the purchase.

And in this case, the teachers are the ones who are being marketed to through free content and all those kinds of things and it's the administrators, it's the curriculum directors, the principals sometimes are the ones that are making the decisions and are paying. So there's a lot of really interesting things going on here.

And we make some really, really big decisions, especially when it comes to things like pricing, which I know is a topic that a lot of you are interested in as well. So a lot to uncover here. This is a really deep conversation. I hope you enjoy it. Here he is Jeff Gargas and you can check him out at TeachBetter.com.

Jeff, welcome to AskPat. Thanks for joining me today. How are you?

Jeff Gargas: I am doing awesome, man. I appreciate you having me on.

Pat Flynn: Yeah. I'm excited to get to know you and to see what we can do to help you out. Why don't you introduce yourself to us and we can take it from there?

Jeff Gargas: Yeah. So my name is Jeff Gargas. I'm the COO and one of the co-founders of a company called Teach Better. Teach Better Team is what we're typically known by, TeachBetter.com. We are a agency that works with school teachers and school districts, primarily in the United States, but also in Canada and actually educators from all around the world. Our goal was to help educators feel connected and supported, inspired to be better every day, so they can then provide opportunities and create the environments for learners to really maximize their potential and become members of society that, that bring their full potential to that. And we do that in a lot of different ways, primarily by providing consultant work and strategic planning for districts and professional development in the form of training and ongoing training for, for educators. But then we do a whole lot of other stuff as well alongside of that, but I operate in sort of the, the COO role. So a lot of the operations. Of course, as anyone listening probably knows you wear a lot of hats.

Pat Flynn: Yeah, absolutely. Okay. So Teach Better, that's awesome. I love what that is doing. Where did that start for you?

How did that company begin? Where is the origin of that?

Jeff Gargas: Yeah, so we've been going about seven years. It's kind of an interesting origin. I'm going to do my best to keep short. I don't do short well, I'll tell you that right now. That's a class. You cut me off. I need to, so my co-founder and I, we actually met in another life where I had, I actually founded and ran a independent record label for a while and share was a drummer in a band that I managed for a while. And then we coached some soccer together. And then I went off and started an online marketing firm where I did website design, social media and things of that nature. And Chad became a teacher. And Chad was in a very tough district where he was a few years and he started really struggling with his students.

And out of desperation created something that we now call the grid method, which is a framework that's proprietary to us. There's one of the many things that we train on. And when it started kind of picking up steam because he was having the results in his room and other teachers started asking questions, stop him in the hall.

He came to me and said, hey, I want to do like an ebook or something, so they can go get this. And we met and sort of our internal, our famous line or my famous line was dude, we're not just doing it. The results he was getting for his students, but also for like him as a teacher, as a father and as a husband, we just, for me to incredible in that fact that other teachers were now taking it and seeing the same results.

I told him, I said, something's here. I think we should take this and share this with other people. I told them that day. I said, we were across at a BW3's eating wings. And I said, I think you're going to change the world, dude. And he'll tell you, he didn't believe at them, but he does now. And so. Sharon it creating content you know, writing blogs, doing videos, done online course, and it started taking him out and presented that as many conferences as we can and just continue snowball and grow over the years. And seven years later, we're here. We've got a team of 24 now, and I'm all around the country and actually two members and Canada as well and helping teachers all over the world.

Pat Flynn: That's incredible. It sounds amazing. I definitely want to dive in so everybody can check out, TeachBetter.com to learn more about the story and see Chad and I see that we could go even deeper in terms of like the philosophy of the company and what y'all do.

But I'm curious about like the business model specifically, how is money being generated for the company as a result of, because the education space is quite difficult, you know, especially with a lot of red tape and a lot of things like that involved. So tell me a little bit about that and then I'll start asking some other questions.

Jeff Gargas: Yes. So a few different ways that we do generate revenue, but the absolute bulk, majority of it is from consultant services and doing the actual professional development for teachers. So we do the training for the ongoing training and continuous development that teachers go through. And so a lot of that is, you know, they're required by different different states have different requirements for how many days they are allowed to, and that they need to have professional realm of days. And then also districts will go above, beyond that sometimes as well. So we work with the districts and sometimes at the, at the building level or, or at the full district level where we work with the administrative team, the leadership team there to figure out where are your kids struggling and how can we help support your teachers to help fill those gaps? Right. And then we use it to take out a five. What we typically go for is can we lay out a three to five-year plan of how do we do this? Because nothing's going to happen overnight. And then we work with either most of the time, us also fulfilling the needs. Well, the trainer needs the workshops, the consultant, the following up the coach and stuff like that. Or we have a wide network that we might reach out to as well. If we have, if they have very specific need that we don't necessarily have the expertise in house. And so that's where the, like the bulk about 96% of her revenue comes from that.

Well, it's probably closer to 90% now. So some of the things we're doing are slowly growing, but that is the bulk of it.

Pat Flynn: Right. Gotcha. And then, so the customer is actually the district, right? Not the teachers, the teachers are getting access to the programs, the workshops.

Jeff Gargas: Yeah, our typical, our target is, is typically someone who's in curriculum and instruction.

So a lot of times it's someone who's titled a curriculum director, depending on how the district constructed that might be a principal that has that, that sort of, that, that role or an assistant superintendent or actual superintendent, depending on the level of the district, but someone or the people that are involved with the direction of how does that school district believe kids should be instructed and guided in their learning path. And that is our way.

Pat Flynn: Gotcha. How do you open up the doors to those conversations? Is it speaking on stage at events and then having people come in that way or is there like a, a sales process that I can get familiar with a little bit?

Jeff Gargas: Yeah, so some of that. We really from the start. So I used it with my clients when I did, I worked with small businesses and even some medium sized businesses doing content marketing. So I'm a true believer in content marketing and the epic content marketing model Content Inc model, if you're familiar with Joe.

And so we began that way and we kind of took it. And then this is what I always say this cause it's a really bad reference because they didn't make it. But the Toys "R" Us model. Of Toys "R" Us the purse strings where the mom or dad, but they marketed to the kids. So the kid's pull on the pant legs. In our world, the teachers are the kids, not to call teachers, kids, but like we market and we do so much to kids. It's really weird. Sometimes when you look at it, is that, you know, 90% give or take of our marketing efforts are directly to teachers. Where they're not the ones, then we do sell some. And some, what we would talk about today is the courses. And we have some swag and stuff like that, but that's such a small percentage and we didn't want to really, we didn't want to target and try to take money from teachers who are already underpaid, underappreciated, overworked.

We'll gladly take it from state funded money to schools. Cause that's what it's there for. So that's how we typically market that way. By creating a lot of blogs, we worked really hard for the. Three years we still do, but we will build a relation on base on our website to have strong SEO and organic traffic.

We've never done ads or any kind of advertising, paid stuff. It's all been organic, but also doing things like going out to conferences and speak in and putting on virtual events. We've we actually put on a conference in 2019. We're doing it again this year here in Ohio. Primarily. It's just been that it's been growing it on social media. Growth building up our email list, utilizing the Facebook community, and then you get one or two teachers that are testing things out or say, Hey, we really like these guys. You should bring them in. And then the conversations typically that way, or, you know, an admin actually obviously comes into that stumbles across a course and stuff like that.

Pat Flynn: I like that model because you're serving those who actually need service the most for free using content and SEO, like you said, but then if you blow their minds, they're going to talk and they have been talking and they're inviting the right people, the decision makers to come in and get more of you.

So that's. So, where do you want to focus today? What's on your mind?

Jeff Gargas: As I mentioned, you know, with, with the consultant piece is being like the PD being our biggest driver, we do have an online academy TeachBetterAcademy.com where we have, I think we're at 30, 40 or so different courses that we've put out.

And we put out a course every 30 to 45 days, which is quite a bit, I'll kind of lead to why that is. So we started with a couple of courses. Initially was just only a good method, but we took it out well, not everyone's ready for that. Cause it's a pretty big shift to mastery learning and stuff. So we're like, well maybe they just need something on behavior management or she has graded and stuff like that. So we started doing more and then as more people joined our team, they got expertise, they have passions and all that type of stuff. So we started doing a wide variety of courses and we sell those for $49 for a single license or for free. And we generally go, every other course is free because we like to have that free.

They are one of our generators, as far as building our email list is those free courses. And we also love the idea of them getting free access. To your point, you know, I've always told the team I said, if we from day one, wanted to build it so that someone could come in and completely change the way they teach to impact their students better without paying us a dime.

And to your point where how you lose early, if we did that the schools would call it's a long process at work. So the course has been one of the ways we would do that. So it's been growing and it's done well on that. We have a, sorry, I got off track that we have a $9 a month membership, as well as their Teach Better Academy membership.

So for nine bucks a month, they get all the courses that are in there. Plus every new course that comes out. So that's really what most people go with at this point, there's a couple thousand dollars worth of courses in there for nine bucks a month. Like it would take you forever to catch up and you're never going to, because we're putting out a new course all the time where I'm kind of shocked.

We have seen a. And, and to lay it all out there. The academy revenue has grown consistently year over year nicely, but it's still only about four ish percent of our United States, three to 4% of our revenue on average. So still very small piece. We would really like to see that become a bigger piece.

We want that become, you know, because I, obviously, once we put the course out there, that course becomes passive income, you know, are we used to. The yearly subscription teachable is so ridiculously low, like it's easily taken care of. So we really want to grow that and we love it. We also think it gives access to so many people who can't get their administrator, bring us in. Or they don't have the PD days to do it. They don't have the budget to do it so on and so forth. There's a lot of stuff that goes in there. We'd like to see it grow. We've seen a little bit of a decline over the last six or seven months, which could a lot be attributed to like obviously in our industry as well, but it's been small, but when then we've kind of bounced back and forth with, and more importantly, we're not seeing the strong inclines when we see those in our courses and what I'm trying to figure out, we've been toying with the idea of raising the prices. What a little back and forth, because I was going to go for $49 is really, really cheap. And we also know like there's enough value. They will probably charge several hundred dollars in the courses, but we're also selling to teachers. We don't like the idea of charging too much, but we've been looking at some others in the industry and we're very low compared to most.

So we've looked at. Potentially raising the price and of the, the academy as well. But also for me, I'm like, I want to make sure that we're also not just increasing the revenue based on that, but also just actually increasing the new signups and the new members. And so I'm trying to figure it out. I'm playing this game in my head and this is where I'm kind of hoping that you could help me talk us through to figure this out.

Is, are we seeing the declines or the, not as much of an incline because. We're too focused on putting out a new course every 30, 45 days. And the reason for that is I don't want those membership folks. I want them to constantly feel that value coming and coming to come in. And I worry am I focused too much on that so that we're not pumping out as high quality. Then maybe we could focus more on, and I think it's very high quality. Don't get me wrong. Could we put more effort in if we were only doing three or four a year where we're able to maybe make it more interactive and explore with some different stuff like that, our courses are fairly basic in the terms, they're typically a video, there's some downloads as user challenges, maybe some worksheets, stuff like that.

It's some of them are just straight up, you know, just someone over some slides and on, in a video, like if we did fewer a year, could we one charge more per and two. Put more into them or is there something I'm not thinking like, so, you know, I'm kind of back and forth between that or should we pop it out even more and that's, that's the case?

What is it simply just to raise the prices and maybe that'll, there's a mindset of people looking at 49 and going, oh, maybe they're not that great where if they're all 79, a piece or a hundred a piece, even if you raise that membership price to like 15, it's still even a bigger deal because. The value goes up in high rates.

So I'm just kind of back and forth in my head trying to figure it out. And that's why I want to break. Cause this doesn't get, it gets attention, but I don't think this conversation, like we don't have as much attention on it internally because it's such a small portion of our revenue. I'm Pro I know it. Followed you forever. I'm like, okay, I need to talk to Pat about this.

Pat Flynn: That's fine. Let's talk this through, you know, this there's a lot of interesting things here. The first thing that comes to mind is what's the retention rate on the membership. Cause you talked about better courses, putting more quality into them, but if people are buying and they're staying, then the courses are great.

They're working in just because the courses are better doesn't mean you're going to sell more than we need to focus on the positioning and the messaging upfront in order to do that. Better courses necessarily like they are already doing their job it seems. Like what's the retention rate on the, or the churn level on the, on the membership.

Jeff Gargas: Pretty good. Very slightly started to decline where we're losing a little more. We're having a more turnover than we were. And when I say the numbers, I guess it's not concerning. Like we might lose one or two in a month and then not for any that's nothing. But then we've had some months where we have five or 10 go where I'm like, well, we never had that before. We don't have one here. One, two, whatever. When this course has started going, we have five or six months where it was a constantly, we had like five go away, then let 10 go away. Then my five go, like it was just constant. So it's not much, it's not. And we only have, there's only a few thousand in there all together.

Pat Flynn: Yeah. I mean, that's really good. I mean, the deal is massive that they're getting right. It's definitely recommended to have sort of an exit survey so that you can understand why people are leaving, because then that'll give you information that you can use for keeping people in and also selling more product because a person might be thinking that already and not buying because of the same reasons a person might be leaving.

So just a little, a little tactic. But there is this idea of the perceived value of the courses. Right. And, you know, I don't necessarily think that 49 is a bad price, but raising the price is obviously going to help you generate more income. But what is the goal there? I kind of want to pull back a little bit. Because somebody has to make a decision on, well, how big do we want this to be? And what's its purpose. And if we were to focus more effort into it, what might we be saying no to, or focusing less on? Like, we don't want to bring more people into here, but compromise the consulting. Right? You definitely don't want to do that because like on one extreme you could charge top dollar for the courses and yes, you'd have fewer people in there, but you'd be making more money. Right.

And you'd probably get a better quality student who is. Take action and all that kind of stuff, but you'd be serving less people overall, but let's go to the other extreme. Let's just imagine a world where we literally give away all of the courses for free. And of course that's making $0 upfront, but is that doing anything to A fulfill the mission of helping more teachers and B actually selling more of the consulting that is your bread and butter. There's a lever there that we can pull and it might be exactly where it needs to be, but then we just need to be okay with the fact that it's a likely going to be a smaller price and less revenue, but that's okay because we are helping more people and more people are getting into.

That will then help us with the consulting. So there's, there's like a lever and somebody has to figure out where do we want that to be? So what are your, what's your reaction to sort of that thought experiment?

Jeff Gargas: I'm smiling a lot because that's like, you, you just perfectly like laid out sort of the a struggle that I have in my head and our team has is that because like, like you said, on one end is what's not making as much money, but it's such a small portion of our revenue right now.

Is it okay. Because it has a bigger impact, right? In the mission standpoint, versus if we go this way, does it potentially lose a little bit of the impact? Generate more revenue. And I go, well, that's pro and con there, but also if we generate more revenue that overall in theory should allow us to have a bigger impact overall.

So how do we find that middle? One thing that I sort of, I forgot to mention that we do really utilize this for also is when we're working with our clients and the consultant. A lot of times we'll wrap the academy membership into deals with them, which allows us to tack on a price increase when we give them a huge discount too, because there's no additional cost to us.

So it's always there, you know, that's, that's sort of the struggle that I have in our team has also is that what you just laid out. And, and I guess, I don't know the answer to the question of, do we need it to be twenty-five percent of our revenue or do we have a dollar amount that we needed to do? Me personally, I want to see it grow every year, but I don't know that I haven't thought through like, but what percentage I want to grow and why. So those are questions that I need to take back.

Pat Flynn: Instead of the question of what percentage of revenue, I think that's a smart question. That is a good COO would ask. However, what if it was just, how do we make this the most impactful business overall? And I think that I do feel like it needs to be something you charge for. There's a perceived value there, there. It anchors the other things that you have going on.

I love the idea of using that and utilizing it as a value add for those who are getting consulting and such. That's something that you could license to a district or a principal for much more than you could charge a teacher for. To me, I almost feel like it could remain as is. But the focus isn't well, it's just a small percentage of our audience.

It's actually a large percentage of how people come in the door and that's like, they, they both serve two different purposes. And it's okay that one is making a little bit less. For example, we have specific things in our business where we're making far less money. Like my books, for example, it's like not even on the radar in terms of overall.

But it's having the biggest impact of bringing more people in. And I do see some mint money coming in. I of course want it to grow, but I think that what'll happen is, and just imagine you have more people coming into the membership, that's going to grow your consulting. So the percentage of revenue is always going to likely remain the same.

You know what I mean? Just both are going to be higher.

Jeff Gargas: Unless the consultant falls down, which is so that, right. Like if that percentage goes 25, that doesn't necessarily mean it was a good thing because if our consultant is job, that doesn't need, right. So the focus on the overall,

Pat Flynn: Right, that could be a bad thing, actually.

Jeff Gargas: And, and to your point, similar to the book, I think, but the book there's a legitimacy factor. But when you have a book and we have that too, I got a book. You can see the Almanac, not, not my book. I should, I pushed that to the side. The back the future is more important, but the same thing, then we look at the courses kind of do that as well as you were saying that I'm like, yeah, like having the academy, there's a bit of legitimacy also.

And that's something I think maybe I kind of write off sometimes of another purpose of it.

Pat Flynn: Again, the fact that you charged for it, you can offer it for free. To specific people who might need it. And they're going to feel much more value from it as a result of that. So I wouldn't just make it free overall like a Khan academy situation, but it can have this amazing impact despite it being a lower percentage of revenue.

So it's just a mindset shift on its purpose. And that's perhaps a conversation that you can have with your team and, and chat and see kind of how they react to that. You know? Yes, it is important to diversify, but at the same time, I heard somebody say diversification is just a fool's game. It just means that you don't believe in the main thing that you're investing in. Right. It just means that you aren't super secure in what it is that you are actually putting your time and money and effort into. And that really impacted me because I was the person who was trying to create a stock portfolio that had like 50 stocks that all sort of was like, well, if this one goes down, then this one can keep it from being too bad. And like, it all kind of was checks and balances, but then I realized, well, this is defense. That I'm playing. I want to play offense.

Jeff Gargas: The stocks that you really believe are going to grow.

Pat Flynn: Yeah, exactly, exactly. And they don't always grow, but when they do, it's more fulfilling, but it also, you know, is I'm making more money doing that.

Jeff Gargas: If we get to that point and I feel like I'm already there. I think this conversation has shifted my mind where I'm okay, where it's at and the purpose that it served in the percentage doesn't matter. As long as it. As long as when I've seen a massive Exodus of our users, that's telling us that something's wrong and it's grown what I think we're okay.

So the second part of the question then, if all that's true and we were comfortable with that, should we even be considering the increase or on pricing? So say from like a 49 to a 79 and from a $9 a month to a $14.99 because that would increase the revenue. Obviously we could watch the data to see like, Hey, if it doesn't have did that just, we just lose a bunch of customers or not, or do we to get no new ones or should we be able to sit back and say, Hey. Pat said, it's cool. It's cool.

Pat Flynn: Well, Hey, that's not the reason to do anything, but I am just the guy to help spur more conversation.

Jeff Gargas: We all agree like, Hey, yeah. We are happy with it. It's serving this purpose as long as we look at it, that way. We're good. Should the conversation of the increase even happen, I guess, is now what's going on?

Pat Flynn: It definitely should, because we want to nail that price point to a place where it balances the perceived value in what it has to offer, but also being still accessible.

If you charged 50 cents to get access to it, for example, well then it's like, well, this is cheap material and I'm just gonna, you know, it's, it's not going to be great and yes, you are charging for it, but still at that lower level, it is likely not going to get people to take any action at all.

Jeff Gargas: Perceived value is down.

Pat Flynn: Exactly, or the other way. It's a thousand dollars to get access to a thousand dollars per month. Like let's just go to the other extreme. I love playing these thought experiments, right? A thousand dollars per month. You're you're likely to get in to get no takers. It's very inaccessible to this particular audience. However. It must be pretty darn valuable to be priced at that point.

So there is a not perfect price, but there is a price point that would make the most sense. And perhaps if you wanted to experiment with that, you could, the trouble is it's easier to go up and it's harder to go down later, but at the same time, that's not usually as big of a worry as we think. So there's a few things that we can also do with a price increase. You can use an upcoming price increase to market now. And this is actually what we're doing with SPI Pro. I don't know if you heard, but we're actually doubling the price point for SPI Pro come June. So this next enrollment period is the last time that it's going to be available at the price that you have access to it.

And don't worry your price stays.

Jeff Gargas: You're creating that a little bit of the FOMO of getting in now or the sense of urgency more than filling. Got it now while it's low versus yeah.

Pat Flynn: So you could even increase it by even just a couple dollars a quarter and to a point where you get to a point where you're like, okay, well this is good.

It's it's working our, wow. We just saw a whole bunch of people, you know, back out. But then of course this grand father people in, because they don't want to leave and then have to come back and pay more. So it is going to take a little bit of experimentation, but I wouldn't say that the right price right now, it's obviously working, but play some scenarios, some financial scenarios and whatnot, and just imagine what it might be like to increase the price a little bit.

And I think that if everybody on the team sort of feels a gut reaction of like, yeah, we should charge more because this is a value, right. That's really where we want to make sure it's still remains. Like people are still getting value for the price that they're paying many times over and. In many cases, the difference between $9 a month and 14, if the value is there, isn't going to be much of a difference at all.

I mean, we still pay however much for Netflix.

Jeff Gargas: I said, that's kind of where we kind of grabbed when we initially set the price. It was, our conversation was let's go nine bucks. Cause Netflix is 10. And because we were thinking about that, like that's a, that's a subscription that doesn't feel super and we would come and go in that route.

Pat Flynn: So, and I liked that in the marketing. It's like, Hey, you pay this much for Netflix. Well, you only have to pay this much for this. And this is going to help your career, help you with those hours that you need. And, you know, I don't know if they get access to a community or anything like that as well, but there's, there's a lot of value in there.

And I like, you know, we often say like, you know, for the price of one coffee per week, you know, you can get access to this and that. Again, some like those analogies work really well.

Jeff Gargas: I like that a lot. And the community piece might come later that might, I might have to come back on and talk about that.

Pat Flynn: Yeah. I mean, you're obviously seeing what a community can do and SPI Pro. But yeah, what else? We got a few more minutes left.

Jeff Gargas: You mentioned that you, you briefly touched on maybe like increasing the price a couple of bucks. And my first reaction was, oh, I really liked that.

Like, cause then we get the test at each quarter or every, or whatever, every six months. But then my mind went the other way of like, I'm worried if for like three quarters in a row, we're increasing prices, our audience going to go, like, why do you guys keep increasing the price? Like, is there a negative outlook to that?

Or was that just me being thinking way too deep

Pat Flynn: into that? Yeah. It's a valid thought versus

Jeff Gargas: just doing it all at once. And it's like, Hey, we raised it and we're not going to let you know when we're not going to raise it again for another three years.

Pat Flynn: I think. Twice would make sense within a year, you know, eventually we're going to end up there.

Jeff Gargas: That was my next question is like, so would you use that in the marketing? And even if we did it four times, like, Hey, we're going to eventually get here, but we're going to go slowly. So you got multiple opportunities to get in before you miss out?

Pat Flynn: Yeah. Yeah. I mean the, the messaging, you've got to be careful with that because it can read it very internet marketing, right? If, if you do it wrong. So, you know, I think again, with any price increase at all, you have to give a reason why it's happening, right. And the reason shouldn't be because we want you to buy, right. It should be because there's so much value here and we're putting a lot more time and resources into it.

Or we've now reached X number of courses. We're raising the price to adjust for that. And for the support. Right. Therefore, over the next year, we're going to be increasing the price point, starting next month. We're going to increase it to $12 a month. So make sure to get in now while you can, you don't have to lay out the entire plan for them.

And then maybe you decide at that point, that 12 is perfect and then you don't have to raise it after that. Right. You can kind of take it in increments and see what the react. Awesome. Cool. Jeff will hate tell everybody where they can go to learn more about the company and check it out.

Jeff Gargas: Yeah. Yeah. Everything's over at teachbetter.com. We are Teach Better, @TeachBetterTeam on all the social media networks. And anybody wants to reach out to me personally. I'd love to connect. I'm just [email protected] or Jeff Gargas this on all of the social media channels.

Pat Flynn: Nice. Thank you, man. Appreciate you and keep up the good work.

All right. I hope you enjoyed that conversation with Jeff, as I said earlier, definitely deep stuff in a good way. Right? We are talking about a business that is established and how can we continue to move forward in a way that makes sense for the business model for our target audience and the decision makers, as far as who is purchasing some, a really good conversation there.

So I hope you enjoy that. And again, Jeff, thank you so much for coming on and sharing. And if any of you or your team are listening, thank you for being you in doing what you're doing to help teachers get better. TeachBetter.com. Check them out. Thank you so much and just appreciate you all for listening in. I hope that you enjoy the show.

If you do feel free to leave a review on Apple Podcasts, it's the most helpful spot to do it. We're also on Spotify as well. And I think you can leave a review on Spotify now, just like a star review. And again, be honest with your review as well. And for those of you who are interested in joining other entrepreneurs in your journey and maybe getting set up in a mastermind group with people and getting challenged, getting accountability. I would highly recommend you check out SPI Pro. If you haven't already, you can apply there and see if it's the right fit for you. And we'd love to serve you in there. And have you joined the community. This is going to be the center of our business.

It is the center of our business now because it's just providing the best feedback we've ever gotten from anything that we've done. So if you want to check it out again, go to SPIpro.com and apply. And I look forward to seeing you there anyway, take care. Thanks so much and make sure you hit subscribe so you don't miss out on the next upcoming episodes, which I guarantee are going to be awesome and help you out. Cheers, take care of as always Team Flynn for the win!

Thanks for listening to AskPat at AskPat.com. I'm your host, Pat Flynn. Our senior producer is Sarah Jane Hess. Her series producer is David Grabowski. And our executive producer is Matt Gartland. Sound editing by Duncan Brown. AskPat is a production of SPI media. We'll catch you in the next session.