Catalytic Leadership

Agency Scaling Systems Every Founder Needs to Remove Chaos

• Dr. William Attaway • Season 4 • Episode 5

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Scaling beyond seven figures can feel like you’re carrying the weight of every decision, every handoff, and every bottleneck yourself. When communication breaks down or execution falls apart, chaos creeps in. In this episode, I sit down with Rebecca Kallaus, Vision Architect and founder of Business Done Better, the go-to operations partner for agencies, coaches, and creators scaling from six to eight figures.

Rebecca shares the Agency Scaling Systems she created — a framework that moves founders out of reaction mode and into clarity, structure, and sustainable growth. You’ll discover how to eliminate broken handoffs, diagnose bottlenecks, and build operational strength equal to companies far older than yours.

If you’ve ever wondered how to free your time, stabilize your team, and keep scaling without burning out, this episode gives you the blueprint.


Books Mentioned

  • Billion Dollar Bullseye by Jonathan Cronstedt (J. Cron)
  • Letting Go by Dr. David Hawkins

To learn more about Rebecca’s work, visit businessdonebetter.co. You’ll find ways to connect directly and explore how her team can support the operational side of your business.



Join Dr. William Attaway on the Catalytic Leadership podcast as he shares transformative insights to help high-performance entrepreneurs and agency owners achieve Clear-Minded Focus, Calm Control, and Confidence.

Connect with Dr. William Attaway:

Dr. William Attaway:

I'm so excited today to have Rebecca Caloose on the podcast. Rebecca Sonnen-Caloose is a vision architect and the founder of Business Done Better, the go-to operations partner for coaches, creators, agencies and small businesses scaling from six to eight figures. With over a decade in business development and operations, she's helped companies from solopreneurs to $20 million plus restructure their systems, align their teams and regain control. She's the creator of the 5 Engine Operating System and a longtime strategic partner of High Level, having directly shaped platform features to better serve founder-led businesses. Known for simplifying without dumbing down, rebecca helps visionary founders get out of reaction mode and scale with structure, sanity and sustainability. Rebecca, I'm so glad you're here. Thanks for being on the show.

Rebecca Kallaus:

Absolutely my pleasure. Yeah, super excited to be here.

Intro:

Welcome to Catalytic Leadership, the podcast designed to help leaders intentionally grow and thrive.

Dr. William Attaway:

Here is your host author and leadership and executive coach, dr William Attaway executive coach, dr William Attaway, I would love to start with you sharing a little bit of your story with our listeners, particularly around your journey and your development as a leader. How did you get started?

Rebecca Kallaus:

Yeah, so you could say, like my journey from different angles of things you specifically asked from a leadership perspective that one has an interesting twist to me because, um, I actually I was always a huge introvert. I mean, I'm still definitely an introvert. I think I've had a lot of people tell me to my face that I'm lying because I think that I'm so active extrovert and I'm like you have no idea, um, and you know I do, I do, speaking on stage, you know, on all sorts of things, and be like, oh wow, you're such a natural speaker and a natural leader and I'm like cool, that's a learned skill. So in grade school I was actually the shyest person in my entire elementary school. So that's that's where things came from, where, like all my report cards as a child was we think Rebecca's paying attention but we can't really tell because we can't hear anything that she says Literally every report card every year. So my development there was definitely a long journey and I think it stemmed from me just learning how to find my voice, and that came from so many different layers and so many different experiences.

Rebecca Kallaus:

Find my voice and that came from so many different layers and so many different experiences, but I just I had so much that I wanted to say and so much that I wanted to be in the world doing, and so I think it just that kind of just naturally evolved where I'm the kind of person that if somebody is doing an amazing job, like I, can take a backseat to something. But whenever something is being done in a way that I'm like, Ooh, like that could be optimized over here, where we're missing a huge opportunity to do this, Um, where you know that's going to be a win, win, win across the board, Then it's it's like a compulsion for me to to improve that. So that's kind of the essentially the origin of my company business done better where. Done better doesn't mean that that I or we know better. It means that if better can be done, then we do that. So that's kind of just the philosophy that carries throughout everything. I would say but yeah, so like I guess that's the best way I can answer that.

Dr. William Attaway:

Yeah, no, that's great. You know. I think you keyed in on a couple of things that are really important. First, so often I encounter people who are introverts, who say, oh, that's a limitation, that's a, that's a box that I'm trapped in and that's going to prevent me from doing things like speaking. You know, like being out front and I think your story is a fantastic illustration that that is not true. You know that you can step beyond that. I too would fall in that introvert thing. In fact, if you look at my Myers-Briggs, if this is extrovert and this is introvert, I'm over here, you know, like I'm all the way on that side, and the reality is that does not limit us right. It's just part of how we're wired, where we draw our energy from, and if we craft our lives and our rhythms in the right way, we can do that in a way that leverages our strengths but still enables us to do the things we need to do to grow our businesses. So I love that you brought that out.

Rebecca Kallaus:

Thank you for sharing that. Yeah, to even add one more thing onto that, where just this is just my thought process along those lines, is that being an introvert? I I wouldn't even say that I, I tolerate it. I hate being on camera, um, like anything. When my my team, anytime that they need me to record content, it's the most painful thing. Um, I'm lucky my team loves me, because I definitely drive them crazy. They're like did you record the thing? I'm like no, because I avoid it, as the worst thing on my task list by far is anything just like just, you know recording content or stuff like that.

Rebecca Kallaus:

You know I can read off of a teleprompter, but like to work, I don't like talking into devices. That's really what it is. Um, cause it just. But. So that's two part thing. One, um, uh, like that's why I don't like the, the recording content, cause I'm talking to a device, cause I'm not talking to a person. And two, that's also the like. My thought process for how I do any speaking stuff and how I do step into a leadership role is because my desire for positively impacting others, my desire to connect with people and move things forward in the world, that so greatly exceeds how much I hate being on camera and recording content and speaking into a device and that's a high bar. I really don't like those things, but I love people that much more.

Dr. William Attaway:

I love that, and that's a great example of how your why and your core can drive you even beyond the areas where you're not comfortable. Growth and comfort don't coexist. You get to pick one, you know no, and I love that you have taken that choice.

Rebecca Kallaus:

My favorite vocab word is hormesis. Do you know what hormesis means?

Dr. William Attaway:

I do not Bring it.

Rebecca Kallaus:

So hormesis, essentially, is the sweet spot of where a negative stimulus is constructive. If you have too much of it, you shut down. If you have too little of it, you don't grow. So hormesis is that sweet spot in the middle.

Dr. William Attaway:

Oh, that's so good. I love that, and it got my mind racing now. That's so fantastic. I love that concept.

Rebecca Kallaus:

I heard that word for the first time on a podcast with Wim Hof and, oh my gosh, Tom Billiard.

Dr. William Attaway:

Oh, that's so good. I'm definitely keeping that one. Thank you.

Rebecca Kallaus:

Yes, I love that.

Dr. William Attaway:

So when we met, we met at a conference not long ago and one of the things that we were talking about that you shared was something that you are the creator of this the five engine operating system. That's core of a lot of what you do in your business for companies. Would you share that five-engine operating system at a high level? I'd love for our listeners to hear that and to see the structure and the framework of it.

Rebecca Kallaus:

Yeah, absolutely. So the origin of that is I have about a decade of background in business development and operations and you know I've worked with a handful of different operating systems and I was just like I was really deep diving into operating systems and I was like I don't know of an operating system that's really scalable from solopreneur to enterprise and industry agnostic and I was like that's silly, like there should be one, why is there not? And so I just kind of like took a step back and I was like, okay, well, there's an opportunity here. No-transcript able to do that. And I'm still, to this day, the only executive on my team. Like I carry a lot of heavy lifting on my shoulders, I'm still. I still have more pieces to put into place. I kind of grew my company backwards from how you should start a business Hindsight's always 20-20. But that was something that there are certain things that allowed us to do that well, where we have the operational structure and strength of more so than most companies in year five, six, seven plus after only two years. And it was because of just certain things that we had started to do internally. And so when I was kind of thinking about all this, I kind of took things that we were already doing and then built them out a lot further and realized it was really a full-scale operating system.

Rebecca Kallaus:

So I call it the five-engine operating system, because no matter what size company or what industry, you always have five engines for your company. You have revenue, brand, client success, operations and leadership. And I say that in a particular order, because you start a company with revenue. If you don't have revenue channels coming in, you just have a nice hobby. So I did my business backwards because operations was my strength, so I skipped the first two. The second one is brand. You have to do brand next, because then that takes your revenue channels and then the brand is what creates it from a sustainable perspective, and so you have to get that into place as soon as possible. Then you always have to make sure that you're taking care of your clients properly. Okay, so you know on some level you have to start sort of with that. That ties into like, obviously, what are you doing for revenue? But once you have the first two engines handled, then you want to dig into and make sure you're really delivering the best thing possible for your clients.

Rebecca Kallaus:

Operations is really how you scale. A company cannot scale without operations. That's why our specialty on the operations side is working with seven-figure virtual companies, because that's something that, once you hit seven figures operations becomes your number one pain point. And then leadership is essentially the essence that ties everything together. So leadership is always you know that's that's the top topic of of our conversation today but, um, you know, leadership is it's really the the life force that keeps a company together. It's what, it's where your vision lives, it's where your comp, your culture lives. Um, there's so many things that are that are wrapped up into into leadership. So there's there's so much more to it, to it. But that's kind of it in a nutshell, and, yeah, I could definitely go down a whole rabbit hole there.

Dr. William Attaway:

Well, I love the framework and the simplicity of it. I mean, you've taken something that is pretty complex and you've made it accessible, and I think that's the mark of a teacher, somebody who's gifted at communication. Where do you see most of your clients or people that you're talking to? Where do you see them really breaking down in that framework? Is there one place more than another or is it kind of equal across the board?

Rebecca Kallaus:

I mean before we start working with them, or yeah, before, yeah, absolutely before yeah.

Rebecca Kallaus:

So well, because we don't help with, you know, with the front end side of the business. We only help with the back end piece. So the last client, success and operations, and a little bit on the leadership side, but that's something that the breakdown is. It's not always consistent. I'd say that the certain consistencies are, however, our communication and delegation. There's a lot of times where things fall through the cracks of where, you know, the visionary has an idea and then they want to, they want the execution team to go and do a thing, and they're like hey, do the thing. And then execution team takes that ball and then they start to do a thing and then leadership's like that wasn't what I was trying to say and execution was like well, you didn't give us all the info, and then and then like or there's no QA, and then it gets turned over to the client and the client's like that's not what I. You know we're missing this, there's errors and things are broken over here. So there's there's all these different holes in that execution thread. So that's a part of the operating system, is? I just call it the five phase build cycle. Maybe I'll come up with a better theme in the future.

Rebecca Kallaus:

I'm not that creative with naming things. It's literally five phases of execution. So anytime you're executing something, you're building something, you run through five phases. You have ideation, architect, execute, test, optimize. Now a lot of people go through. You know somewhat of that framework, but the key piece is that there's a baton handoff between each phase. So at the ideation phase you have a concept brief. So whoever is doing the ideation ideation comes from nothing, so it's usually the visionary or someone on the executive team, or at least a manager, someone where nothing was told to them like it's the origin of where. That came from nothing into idea. So then they download that into what's called a concept brief. That is kind of a quick and easy extraction of that vision and then that's what's passed on to whoever's doing the architecting. So architecting is done usually by a project manager or whoever it is. That's like going to create the details, the blueprint of what needs to be done. Okay, so we call that baton phase there a build plan. Okay, so under architect you fill out a build plan.

Rebecca Kallaus:

Depending on the scope of the project or task. It could be something that takes an hour, could be a couple of weeks, but just along the same concept of measure twice cut once you want to make sure that you have all the details really outlined in that build plan, and then that's what's given over to the execution team. So they have everything that they need. They have all the constraints, they have all the cautionaries, they have all the parameters, they have the what's, the definition of success, what's the outcome that we're shooting for? How do we know when the thing is done? What does that look like? What are all the pieces that are involved? Who are all the people that are, that are they're executing on this project? What are all the different phases, the different tasks underneath this, the mini tasks assigned to this, and then, once they're done, execution seems like we did the thing, we did everything you asked for.

Rebecca Kallaus:

Then that gets passed on to testing, where there's a QA process. So if you did everything right from the start, then great, your QA could be really simple and that might be the end of the cycle. But if QA turns up anything, then it goes to an optimization phase right away, or it could be down the road where you think you did everything right and then you know a year later, on that same project, you're like, oh, you know what we really could optimize this over here, great. You don't need to do a whole build plan all over again. In the optimization phase you basically do a mini build. It's just. It's the same concept but just on a smaller scale. And then that gets passed back to execution once that's the optimization plan is done. And then you keep going one, two, three, four, five, three, four, five, until it ends at four of testing. Qa says good to go.

Dr. William Attaway:

And now you have everything locked down. That's phenomenal. And I say that I mean I work with a lot of different, particularly in the agency space, but even beyond, a lot of founders and leaders who really struggle with what you just described. They really struggle in the operational side of this. They're phenomenal at the beginning, but there comes a point where you have grown beyond. You know one person at the center of the spotter web, so to speak where everything connects to them.

Dr. William Attaway:

What you're describing is something that is that will help them to develop a healthy and sustainable pace over time that will scale. Is that something that you see a lot of your clients doing? As they begin to implement what you're helping them with, do they begin to see oh well, I've got freedom and I've got growth?

Rebecca Kallaus:

Yes. So I'm going to just I'm going to kind of answer that in a slightly different perspective or another angle of the operating system is so we have the five engines as a founder, the goal is to have somebody leading you. As a founder, you run leadership. That is your job. You are responsible for the culture, for the vision, for the essence of everything. So until you're big enough to hire a CEO in place of you, then you're in charge of that engine. Yes, but then you want to get an engine lead for the other four as soon as possible, want to get an engine lead for the other four as soon as possible. So that way, if you as a team, you have a five person team, but you have each person leads an engine, you can operate more efficiently and effectively than somebody with a 20 person team who's out of balance from an engine perspective. So, just to use us as an example, that's how I built my company.

Rebecca Kallaus:

Wrong was and that was kind of the, you know, one of the origin pieces of this. I knew we were weak on the front end sales and marketing side, but it was something that, when I saw it from an engine perspective, I was like oh, we have four seats on brand engine, but we don't have an engine. Not for lack of trying, I went through four rounds. I finally have a great marketing manager, but it took a few. I went every single type of fractional CMO, a company in-house and the shoot. And then now we have another in-house that she's the right fit. So we went through a whole thing but by the time we didn't have an engine lead there and we had no seats on the revenue engine. We had no one on the sales lead gen, nothing. So I brought on two lead gen guys, so they were the first seat on the sales and or sorry, our revenue engine and or seat on the sales and or sorry, our revenue engine. And. But it's like you want to make sure that your seats are balanced in order to actually move the needle forward, because that's the other thing is that each engine has five drivers that drive the success of that engine. So there's five different sub components for each engine and then that engine lead is responsible for assessing all five drivers every quarter. So you do a health check the engine lead does in their engine every quarter of hey, how do we stack up? Where are our priorities? So that's something that rolls into what we call the rolling priority system, which replaces, if you're familiar with, okrs so OKRs are objective and key results. Okrs so OKRs are objective and key results.

Rebecca Kallaus:

That was a red flag. We had me, my director of ops and our ops manager, who all have plenty of ops background, and all three of us we had to have a whole meeting to make sure that we're on the same page of what really is an OKR and how do we explain this to the team. And it was like that's a red flag flag, because then you expect your non-operation team to understand what in the world you're actually talking about. Like there's, there's so many different, you know layers of that, and they're just seeing anyone who's not an operator. They're just seeing sideways. They're like your creative team's, like huh, what so? So we trans. So okay, ours are out.

Rebecca Kallaus:

So now we have the rolling priority system which ties into the five drivers inside the five engines and then it's really clear. Not only is it clear to each engine lead what the priorities are, but it's something that we're able to articulate that to the whole team. So now we have visibility and buy-in throughout our whole team, not just the operations team members, where everybody knows what are the highest priorities that we should be working on right now. So if somebody has more bandwidth in their schedule, like, okay, cool, here's what I can take the initiative on and really start cooking, because I know what the priorities are well, before it gets to now.

Dr. William Attaway:

That's solid. I think that's good. As you implement this, as you work with your clients and this begins to be implemented, can you share a story or two of how they have seen incredible success from this, how it's made such a big difference in their companies?

Rebecca Kallaus:

Yeah, I would say even just so, just the awareness of it. It's amazing how just the awareness of seeing it from that perspective has a big difference. So you know, that's something that we for our operations program we have. We always run people through a 15 point assessment tool before we work with them in our program, the regular program or custom operations work either one and that's something that we've had people literally say just from the assessment tool that that alone brought so much more clarity that that was just that alone was helpful to them and so then when it's like, when you're able to actually see those things, you're able to see a diagnostic of what's going on.

Rebecca Kallaus:

It's because otherwise you're just kind of when people who aren't operators or they're struggling with operations, then it's something that if you can't see what's happening, then you can't do anything about it. But once you can see it and you have a framework for it, then you have a roadmap on how to fix it and now the whole world opens up. So we have, we have team members like I'd say it's amazing how many companies I talk to that they don't have core values. And even if they do, they're like oh yeah, I'd think that our core values would be this is what some I've heard say and I'm like are they in writing? Does your team know what they are? Because if not, that does not count. So literally, just that you know, I'd say, all the core value work I do personally with all of our clients and because I just find that fun, because that's something that like, I just talked to somebody just yesterday and it was just like such an aha moment because there's somebody who came from the corporate world yesterday and it was just like such an aha moment because there's somebody who came from the corporate world and and so he came from like corporate, where core values were just like a nice thing on a wall, and he was like I don't need to do core values, Like no one cares about those, so why bother? And I was like no, I got your core values or your North star for your entire company.

Rebecca Kallaus:

It's how you make decisions, how you know should you go left or should you go right, is based on does it match your core values? Should you hire or keep a team member or a client, or should you add this aspect of your business? What should your terms and service terms and conditions look like? How do you handle any situation? All of those things go back to your core values and it's like if you don't have those in writing, then what are you doing? You're driving blind. You're driving without a dashboard, without a you know in your car you don't drive with. You know all your everything on your dash covered up. No, you have all the different metrics that show you the stash report in all these different areas, Like why are you doing that in your business without that?

Dr. William Attaway:

That's so good. You know. I think having you come alongside is something that is incredibly beneficial for your clients, and I know a lot of the folks who are listening are at a point where they feel like, operationally, they're at a loss, they're not sure, they don't know what to do next. It's very difficult to see the whole picture when you're in the frame, and that's where having a trusted advisor who comes alongside you, who brings the expertise and the knowledge base of helping so many other people with similar things, can come alongside and help you go farther faster, can help you find those shortcuts and say, hey, you know, I know you've seen this not work right somewhere else, but let me tell you why it's so important you need these values. Let me tell you why and who can help you shortcut the process and avoid driving into a ditch that they would otherwise be right into, driving into a ditch that they would otherwise be right into.

Dr. William Attaway:

I know this is something that is resonating because I hear the ops challenges all the time. I hear people talk about this. They don't know what to do next, and I think having a conversation with you is a phenomenal next step we're going to talk about that in just a minute how people can do that. Before we get there, I want to dive into a couple of questions that we ask all of our guests here. One of those is this you know your team, your clients, need you to lead at a higher level today than they did a year or two ago, and that same thing is going to be true a year, two, five years from now. So how do you, rebecca, how do you level up, how do you stay on top of your game and develop the new leadership skills that your team and your clients are gonna need you to have in the days to come?

Rebecca Kallaus:

Yeah, no, I love this question. So a handful of different ways. So one first thing that comes to mind is so my team keeps me on my toes, for sure. I'm constantly putting certain things in front of my team so that they can level up, and then, when they level up, that keeps me sharp. So every single Wednesday we do a 30-minute training with the whole team. So it could be on technical things, it could be on mindset, communication, health, mind, body, spirit, and we would cover a whole gamut of things. Also, require every single team member to lead at least one past one. It's totally optional.

Rebecca Kallaus:

And yeah, and so that's something that. That it's just. We've had some incredible trainings come out of that Um, especially from from my, my project manager, who she's she's been with me for two and a half years and it's just well, she's, she's just, she's incredible. Um, but that's something that just just seeing them, that's a reflection to me that it's like I always need to be multiple steps ahead of them and I'm constant there. That needle keeps moving. So I'm like, oh, I, I gotta make sure my needle's moving too. Um, so that's one um.

Rebecca Kallaus:

Having the right people around you in a formal and informal perspective, both. That's something that I've always done on a personal level is just. The people that I have around me are always I don't know what small talk is. I'm not very good at small talk. It's I don't know how to do it. I'm not good at it. I get super awkward and clammed up, but when it comes to deep, vulnerable, transparent conversations that really move the needle forward of who you are as a human, I have as many of those around me all the time my best friend, close friends, family, unofficial professional mentors, I guess you could say People who are in their 60s that have been doing things years, um, and then on a formal perspective. So I'm really excited. I'm just about to start working with you. We just we just confirmed that that's going to be moving forward.

Rebecca Kallaus:

Um, uh, as soon as I saw you speak, I was like, oh my gosh, I would just, I would be honored to have you as a mentor. Um, cause it's just when you find somebody who's really a quality human and who has a clarity in things that are more advanced than where you are in, whatever that thing is, those are the people that you want to have around you. So, just to have as many of those things from every single perspective as possible. So I'm always looking for people, tools, trainings, frameworks, because it's always an endless journey to level up as a leader.

Dr. William Attaway:

Well, and I commend you for the teachable spirit that you have, Rebecca, and I think this is key to success, and I talk about this on the show a lot.

Dr. William Attaway:

You know it's very easy to slide into maintenance mode when it comes to learning and think I know enough, I've got this, and you just begin to operate out of rote memory. And that is not what the best leaders do. The best leaders I know approach every day with that teachable spirit and say you know what I can learn from anybody and I can learn from any situation. What am I going to learn today? I want to be the most teachable person in every environment I go into today and that's what I see in you and I'm excited about working together. I think it's going to be great and the reason that I said yes to that is because you have that. That's a non-negotiable for me, for somebody that I'm going to work with. You know, I think that is critical. I think that is critical and for our listeners, this is a choice you can make. You get to decide every day if you are going to be the most teachable person in the rooms you're in.

Rebecca Kallaus:

You get to decide if you're going to have that teachable spirit, and I'm going to challenge you to make that decision. Rebecca, you are in that continual learning mode and I'm curious is there a book that has made a big difference in your journey that you would recommend to the leaders who are listening? I have a couple. Before I answer that, though, I just want to tie off on one other thing on the previous topic, though, where that's something that we always have the learning and to really dig into challenges and really your blind spots and anything that's a blocker. But when things are really busy that you might not have the opportunity for a course, a book or whatever the thing is, but there's always an opportunity for each moment, Anything that comes up. That's a friction point. To then take that opportunity of okay, what am I missing in this one moment that can help facilitate a breakthrough for myself, for somebody on my team, for a client, for whatever that is. So it is, there's always a moment for some sort of continued learning, even if it's those small micro opportunities.

Dr. William Attaway:

I love that. Yeah, well said.

Rebecca Kallaus:

So and then on the book, on the book aspect there's, there's a couple of things that come to mind On the on the business side, I'd say my, my favorite book is Billion Dollar Bullseye by Jonathan Kronstadt, j Kron. So that, I would say, is the as far as any like one book that encompasses, at least for anybody who's looking to scale their business. They have aggressive goals for their business. I think it's really the most all encompassing book of just all sorts of different components of business. And then um for, uh, on the personal side of just not business side, my favorite author is Dr David Hawkins. So I'm not even going to say a specific book of Dr David Hawkins, but um, I'd say I'd say whatever, whatever calls to somebody, um is letting go as kind of his like starter book. It's anything but elementary, but um, hands down my favorite author.

Dr. William Attaway:

I'm not familiar with him now. I have to go check him out. Thank you for that. Yes, absolutely.

Dr. William Attaway:

You know, rebecca, it's easy sometimes for us to look at a leader like you and just see the highlight reel. You know, just see, oh my goodness, what success, what incredible influence and impact Rebecca is having. I bet she doesn't struggle like I struggle. I bet she doesn't really have any problems in her business, and we know that that's not true. We know that there are always challenges behind the scenes, there are always things that you would love to solve, and so, in that spirit, I'm going to ask you this If I had the ability to snap my fingers and solve one problem in your business right now, what would you want that problem to be?

Rebecca Kallaus:

definitely the front end of business, the sales and marketing side, not something that I love, everything the the backside of business. Uh, you know, most of the time founders are trying to get, get out of their business, like not be in their business. For me, I love being in my business, that's my fun zone, um, but it's the, it's, it's the, the inbound piece, the um. You know, the sales and marketing side Cause for me, I'm. I'm the kind of person where I want. I like when, when people tell me what you want and I can go build the thing, I can, you bring a problem to me and I'll figure out how to fix it. But to go out and connect with other people and to sell them on things, that's not, you know, it's. It's like you could do that in such in a way that is full of integrity and is absolutely in somebody's best interest.

Rebecca Kallaus:

Uh you know that's, that's, that's what that should be, but I guess I don't know. I'm sure I have some sort of blind spot blocker somewhere there where to me it's like there's just an aspect of manipulation, um, at least like cause. I encounter so many people in the sales and marketing realm, that is a thing, and it's like that's. I have such an aversion to receiving that and I never in a million years ever want to be received by that, as that, by somebody else, and so I think from that, that creates a disconnect for me with sales and marketing and I'm just like, can everyone just come to me and just tell me what you want fixed? Just bring me all your problems. Wouldn't that be great?

Dr. William Attaway:

Dump it all on the table.

Rebecca Kallaus:

Everybody comes to you, oh yeah, I'd help it. Like, don't bother making it pretty, I don't need to just dump it all on the table. I'll figure out how to fix all of it, I can do that. But to go out in the sales and marketing side so we're definitely actively looking for as a business I've really kind of put some thought into it recently that I want to. I want to bring somebody into our business on the biz debt like business development representative, someone who's just going to be out there and like like really bringing bringing that piece in on the front end.

Dr. William Attaway:

So yeah, Well, I appreciate the transparency and really the generosity today in sharing so openly about what it is that you're doing and even the challenges and struggles that you've had throughout. You know, I think to say you know you kind of built it backwards, you know, and now you're trying to go back. That is refreshing to hear somebody talk about that. I know you are making a tremendous difference in your clients' businesses and in their lives and reducing their stress level and increasing their impact and their revenue, and I know a lot of the people listening need exactly what you are doing.

Dr. William Attaway:

They need somebody to come in with fresh eyes to assess, evaluate and help them see what they can't see, so that they can get to the other side of the problem season that they're in right now. If somebody's ready for that, how do they get in touch with you?

Rebecca Kallaus:

Yeah, so I would go go to our website, business done betterco, co. So there's no M on the end business done betterco and you can fill out a contact form there and that'll that'll make sure that it gets to me in the right way. And just you know, any anything that you're dealing with back end of business, whether it's operations, crm system, fulfillment, team related, you know, whatever those issues are just you know, fill out that form and I'll make sure that I personally get back to anybody that fills out that form. So that's going to be the sustainable place to always be able to reach me and my company. But yeah, I think I just kind of want to just take the opportunity to just remind people that anytime you are struggling with anything in your business and life in general I mean I think the business side especially there's a million people who've had those exact same problems. It is more fixable than you think.

Rebecca Kallaus:

I was talking to somebody yesterday and we were doing an assessment, uh, operations assessment and and you know I have them rate certain things as zero through 10. And and a lot of things he was reading is like a, like a three, and he was just having just like a, like a, he was totally shutting down. He was like, well, and he was just having just like a, like a, he was totally shutting down. He was like, well, that doesn't look good. Well, that's that's. This is really ugly. And he was just, he was like, just just having such like a block of I'm bringing this mess. Is this really fixable? You know, he'd been doing his business for eight years and and and he was, like you know, had had total stagnation for the last couple years, and he was, like you know, had total stagnation for the last couple years. And he was like, you know, is this ever really going to move forward?

Rebecca Kallaus:

You know, we've kind of been in the same place for so long, like, is this able to actually be fixed? And I was like every single thing that we're covering on this assessment, not only can it be fixed, but we can fix all of it. We have the answers for everything. I wouldn't have you rating things as a as a fail score if it wasn't something that I could give you a solution for. So I have we always run through that just to just to see where the priorities really lie. But you know, it was just like don't, don't, don't be too hard on yourself. This is all fixable. There are solutions. Anything operationally radical transparency is one of our core values as a company.

Rebecca Kallaus:

And so that's something that shows up in so many different aspects of us as individuals a company, how we do business, et cetera. But that's something that, operationally, if we're not the right fit you know I have a great network I'll refer you to somebody else who is a better fit at the very least Put somebody on the right direction. But most things from an operational perspective, we absolutely can support.

Dr. William Attaway:

We'll have that link in the show notes and I want to strongly encourage if this is a pain point for you and I know many of you, it is take action right. Fill out the form, get the conversation started. I've often regretted not taking action. I've rarely regretted stepping in and doing it. So I'm going to challenge each one of you listen to the show, contact Rebecca. She can help Rebecca. Thank you for your time.

Rebecca Kallaus:

Thank you so much. Absolutely a pleasure being here.

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Dr. William Attaway

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