Do you want to sell your agency someday? Can you imagine a profitable sale and exit agency in the future? Do you feel an acquisition is the mark of business success? Selling your agency shows you’ve built a robust and profitable business, which is a noteworthy achievement. Today’s featured guest helps his clients get ready to find a perfect buyer and reach a deal that withstands the test of time. He’ll discuss why the common reasons to sell are not necessarily the best reasons as well as why undervaluing yourself could hurt your valuation. He also shares common deal killers and deal makers. He highlights the importance of considering personal fulfillment and financial objectives when deciding to sell an agency.

Jonathan Baker is the co-owner of Punctuation, an all-in-one advisory practice that helps marketing firms position themselves with lead-generation plans. In particular, Jonathan helps small to medium-sized companies get ready to sell.

He discusses the process of selling marketing services firms and challenges the idea that selling is always the pinnacle of success, emphasizing that success should be what truly drives individuals.

In this episode, we’ll discuss:

• What does the $1 million mark communicate?

• Deal killers and deal makers.

• The true cost of undervaluing yourself.

• What if you don’t want to sell? 

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Sponsors and Resources

E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.

Why Do Most Agency Owners Choose to Sell Their Digital Agency?

Many people build agencies with the ultimate goal of selling them at some point. There’s an innate drive to sell and, to most people, selling seems like the pinnacle of success. However, selling is not always the right answer. According to Jonathan, success should be defined as whatever drives an individual.

Common reasons to sell an agency include lack of enjoyment, approaching retirement, financial goals, burnout, or desire for a career change. Overall, selling should not be the default option and it’s most advisable if you know exactly what you want to do after selling. However, if you just want to sell in order to have a ton of money or because you feel burnout, maybe it’s time to start looking into some key hires to take over the tasks that are most draining for you while also increasing profits.

In some cases, owners that are growing too much or too fast choose to sell. They may have started their business to do work they love and can continue to do so with a small team of employees However, when it comes to further scaling the agency and reaching maybe 100 employees, it seems impossible to manage.

Burnout and frustration are scenarios that could be solved without necessarily selling and still guaranteeing you’ll be able to continue to do the work you love while enjoying more free time. In the end, giving up too soon can prevent you from reaching your full potential and achieving greater success.

Why the $1 Million EBITDA Translates Into a Sellable Agency

How do you know when you’ve reached your full potential? When you build an agency with at least $1 million in EBITDA, you’re definitely doing something right and most likely just inches away from greater success. Most owners encounter many obstacles in this stage, but once you start focusing on the problems and the things you don’t have you start to give up.

The $1 million in EBITDA goal is a common measure for a sellable agency since it’ll open up the pool of buyers interested in your business. It also says something about the way you run your agency, which will create more competition among prospective buyers and, in turn, increase your multiples and price.

Ultimately, it’s a mark that will communicate that you’re not as integral to the business as when you’re running a 10-person firm.

Maximizing Your Agency's Value: Key Considerations Before Selling

It’s important to understand that your agency’s worth is not guaranteed as it is contingent on a variety of factors such as client concentration and employee retention.

The way a purchase deal is usually structured is you’ll get a percentage of the valuation paid upfront and the rest is earned based on hitting performance targets over the next few years. However, earnouts are also seen as a potential pitfall, as they can be designed in a way that makes it difficult for the seller to succeed. Usually, the higher the client concentration the lower you can expect to get upfront.

Selling your agency means losing control over it and your performance post-acquisition could be impacted by the new owners. Hence, it is crucial for sellers to carefully consider the terms of the deal and ensure they have a level of control until the earnout is paid in full.

As a seller, your primary focus should be on negotiating a deal where you’re happy with the money you get upfront, since it may be the only money you’ll see.

Agency Acquisition Deal Killers and Deal Makers

Even if you’re financially sound and get a good offer, several things could still be potential deal killers. From a seller’s perspective, culture plays a significant role in the success of a deal. The transition from being the boss to having a boss again can be a deal breaker if the cultural fit is not right. The earn-out period, where the seller continues to work for the buyer for a few years, can be challenging if the culture clash is too great. This can lead to the seller walking away from a potentially lucrative deal in favor of maintaining their autonomy.

Additionally, the buyer’s long-term plans for the agency can either make or break the deal. Even though they say all the right things at first, as negotiations progress their true intentions may become clear. Sellers need to be strategic and discerning in their interactions with potential buyers to ensure that their agency is in good hands.

On the other hand, from a buyer’s perspective, having clean books and transparent financial practices will be key in securing a successful deal. Buyers will scrutinize the financials of the agency to ensure that they are making a sound investment. Sellers need to be honest about their expenses and factor in any non-essential costs that may not transfer to the new owner. It’s a step that can help sellers increase their EBITDA and make their agency more attractive to potential buyers.

The True Cost of Undervaluing Your Agency

Agencies often overestimate their financial position, which is why it is essential to seek professional guidance rather than relying solely on QuickBooks. A financial expert can analyze your numbers and pinpoint areas for improvement. A lot of agency owners think their profit is higher than it really is because they’re not paying themselves enough. Once the buyer comes in and takes a look at the numbers, they’ll realize replacing the agency owner will cost much more than what they’re currently paying themselves.

How much should you be paying yourself? It’ll of course depend on a number of factors including the number of employees; however, if your agency has reached $1 million in EBITDA, that number should be above $200K. This will not only be important for the negotiations, but it will also be relevant if you sell with an earnout. If you sign up to be an employee for the next three years while a certain goal is reached, do you really want your salary to be $100K? It’s a lot easier to argue for a higher salary if you’ve been paying yourself a higher salary all along.

Navigating the Post-Sale Period with Agency Clients

Once a deal is reached how long should you wait before letting clients know you’re selling? It depends. Most of the time you want to wait at least six months before telling them. You don’t want them to jump ship and it’s better they get the news once they can see the service quality has not declined during that time and hopefully has even improved. However, if one of your clients accounts for 70% or more of the business then you’ll probably want them to be on board from the get-go.

It also depends on the way the buyer wants to handle the transaction. Are they trying to get the agency under a brand name immediately after purchase? Are they comfortable with not making drastic changes right out of the gate? In that case, waiting a couple of months could be the best course of action.

To safeguard your interests, include a clause in your contracts that allows for the transfer of clients with written notice. This way, you’ll minimize the need for client cooperation and won’t risk losing the deal.

What if You Don’t Want to Sell Your Agency?

Most agencies will never sell. If this is your case, then make the right moves to build a profitable agency that will give you the quality of life you want. A lot of the adjustments you’d have to make to attract buyers are the same things that make a good business, even if you’re not selling it.

If you built a profitable business, love the work, and delegate enough so you have the time to enjoy the fruits of your labor, then you’ve already created a fulfilling business and life.

Many business owners end up selling because they feel isolated and hope being part of a bigger firm will solve this problem. However, more often than not they end up creating more problems than they’re solving.

Instead of selling, try finding a competent number two employee you can trust. Having a strong second-in-command can make it easier to delegate tasks, make important decisions, and ultimately, grow your agency. It’s not easy but once you find the perfect fit growing the agency will go back to being a fun experience.

However, in case you really can’t find this person, maybe it’s time to question whether you’re managing and incentivizing people the right way.

Do You Want to Transform Your Agency from a Liability to an Asset?

Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

What would you do to keep growing your agency if new leads dried up? How would you guarantee increased business? How would you ensure continued success? Our guest today emphasizes the importance of revisiting your CRM as a vital tool for driving business expansion. After years of collecting contacts for her database, a new CRM system revealed previously overlooked opportunities. Rather than seeking new leads, she realized the value of delving deeper into her existing contacts. Learn how this agency owner transitioned into building a scalable subscription-based agency model.

Wendy Lieber is the CEO and co-founder of ContentBacon, a leading content subscription service that provides resources for clients to tell their unique stories and establish themselves as experts in their field with custom content. Wendy shares her journey from running a traditional boutique agency to founding a successful content-as-a-service company. She reflects on her entrepreneurial experiences and discusses how agency owners could use personalized human connection to maximize their CRM potential.

In this episode, we’ll discuss:

• Mining your CRM for overlooked gold.

• Maximizing your CRM’s potential without new leads.

• Effective agency leadership strategies to help your agency grow. 

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Sponsors and Resources

E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.

Choosing Content Over Traditional Agency Growth

ContentBacon is Wendy’s second company venture. Her initial venture was with a more traditional boutique agency, where she worked with private equity groups and created customized solutions.

By the time she grew that agency to $500,000, Wendy joined a program called Entrepreneur Accelerator designed to grow companies over $1 million. Even though she highly enjoyed the work for a while, she realized she wasn’t very interested in continuing to scale that particular model past what they’d already reached.

Around that time, she had been testing a content subscription-based model with her clients and had seen a great response. With the rise of social media and having a social presence becoming more and more important, Wendy saw the value of a service like this for struggling businesses. This was the model Wendy wanted to grow.

Mining for Gold in Your Agency’s CRM

Through doing their own inbound and outbound marketing, Wendy’s agency has been collecting a lot of contacts to their database over the years. Once they moved to a more sophisticated CRM with HubSpot, they started to analyze and utilize the data they had and found they didn’t need anything new, rather they needed to go much deeper into what they had.

There’s a tendency in the marketing industry to always chase after the next new thing or shiny object. Wendy cautions against falling into the trap of constantly seeking out new technologies or strategies without fully utilizing the data and resources already available. Instead, she advocates for going back to the basics and focusing on simple, effective strategies that can drive growth and success.

Try to identify the low-hanging fruit you can leverage to your benefit and understand and segment those contacts. This way, you can identify high-value leads, personalize your marketing efforts, and drive better results rather than constantly chasing after new trends.

Maximizing Your CRM Potential Without New Leads

If you feel like you’ve invested a lot in a good CRM system but are not seeing the benefits of your investment, take a look at the work being done. Is there a CRM champion on the team? Is there at least one person who owns it and develops a strategy around it? A CRM is a tool, but you should really build a strategy around it.

As a helpful exercise, Wendy suggests thinking about what you would do if you couldn’t get a new lead for 90 days. How would you generate new business with what you have? Ask yourself this question and use it to challenge yourself to find the gold that’s probably in your CRM.

Check your contact list and reach out to old clients and prospects. You may uncover valuable opportunities that have been overlooked. To this point, Wendy suggests trying to establish a real conversation instead of just using automation. This way, you’ll be able to build stronger relationships, foster trust with your audience, and ultimately achieve greater success in your marketing efforts.

From Putting Out Fires to Effective Agency Leadership

After running two businesses, Wendy continues to be surprised by the challenge of keeping both customers and employees satisfied. Balancing the needs of her clientele and her team while simultaneously focusing on business growth is an ongoing endeavor. Despite her extensive experience, just when she believes everything is on track something will happen that throws her back to working on the business instead of in the business.

Ultimately, a big part of business management revolves around continuous problem-solving. Those naturally inclined to navigate these challenges are probably better suited for the role. However, the best way to stop constantly putting out fires is to train and empower your team to make decisions based on the overall goals and directions set for the agency.

A clear leadership that sets the course for the business will lead to a team that is better equipped to make decisions and take initiative without constantly seeking approval from the leader, leading to a more efficient and effective work environment.

At the end of the day, most agency owners started a business not only looking to have more money but also to gain more time and freedom. Once you start to find the right people to take over the tasks you hate and form a team that works well together, things will flow naturally. This is why Wendy doesn’t believe in coaching and developing a person to fit in with the culture. If things are right, she says, it’ll flow. Sometimes if it feels too hard for someone to adapt to the team, you’re just trying to put the wrong person in the wrong seat.

Do You Want to Transform Your Agency from a Liability to an Asset?

Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

Have you ever fired a client? If you could do it without repercussions on cash flow, would you? Most agency owners have horror stories about toxic clients who created an unhealthy environment for the team. Deciding to cut ties can be particularly daunting, especially when the client in question represents a significant portion of your revenue.

Today’s featured guest decided to prioritize herself and her team's well-being by firing a client before the situation escalated. She looks back on a long and successful career in marketing and highlights how she came back from losing major clients and how she learned to advocate for herself and her team.

Susan Finch is a seasoned entrepreneur, writer, and podcaster with nearly four decades of experience in the advertising and marketing industry. She began her career as a teenager at a recreational boating company and eventually transitioned to an agency in the 1990s, during the transformative rise of the internet.

After a few key clients parted ways with the agency she was presented with the chance to start her own firm and continue to work with the remaining clients. With thirty years of industry experience under her belt, she is eager to share valuable insights, discuss the challenges of losing significant clients, and explore the strategies she’s been using to focus on working on the business rather than in the business.

In this episode, we’ll discuss:

• Susa’s early mistake and learning to build a sustainable agency.

• Cutting ties with tosic clients.

• On impactful networking.

• Love, hate, delegate. 

How Early Success Can Mask the Need to Build Systems and Processes

In 1996, when the web was still very new, Susan started to work for an agency where she had the opportunity to work with clients like the City of Anaheim on interesting projects and fell in love with the work.

However, the agency took a big hit once this client moved their work in-house. The agency owner suggested that Susan establish her own agency offering to become her first client. At the time, she was nine months pregnant, and the idea of launching her own business felt overwhelming. Nevertheless, she embraced the opportunity and never looked back.

The transition to building her own agency was relatively smooth, with introductions being made, clients satisfied, and the work continuing without much fuss. However, looking back, Susan realizes this made her too comfortable. She was late to create her own prospecting processes to keep the pipeline full when referrals dried up.

Having landed on a business, Susan failed to plan for the future and have the different pieces in place to guarantee its proper functioning. Without those pieces in place, an agency will scale for a while but ultimately crash. The lack of vision, goals, and processes led her to work on the business all the time.

Longterm Benefit to Cutting Ties with a Toxic Client

The breaking point that led to the ultimate change for Susan was getting rid of a toxic client. This specific client was causing her and her team immense stress and draining their creativity and joy. It came down to making the difficult decision to fire them, despite accounting for 40% of the agency’s business, to guarantee a healthy and abuse-free work environment.

The immediate aftermath of this decision was a rough patch where thankfully Susan was not shy about calling up all her contacts and being very open about looking for small and big projects alike and the type of client she wanted to work with.

She began working as a fractional CMO with several companies and sometimes became the full-time solution they were looking for. Before long, Susan secured a new high-profile client, whose esteemed reputation gave her the confidence she needed to network effectively in her industry, having conversations with big-time CEOs and CMOs. Ultimately, firing her toxic client was a painful decision but the right one in the long run.

Rebuilding Your Agency’s Momentum & Bouncing Back from Firing a Major Client

Firing a client is intimidating, especially when they account for a significant part of your revenue. However, Susan knew it was time to stand up for herself and her team. Every agency owner has stories about difficult clients but it’s important to advocate for yourself and your team.

Don’t wait too long to raise the issue once you notice the problematic behavior is affecting the team and set clear boundaries This assertiveness can foster a more positive working relationship or lead to a necessary separation. Regardless of the outcome, your team will appreciate your commitment to their well-being, reinforcing the standards of treatment you expect.

In the end, the problematic individual at that old client’s company left and the company approached Susan to continue the working relationship months later. By standing up for herself, Susan was able to maintain her integrity, build stronger relationships, and create a more positive work environment.

Lessons on the Power of Personal Touch for Impactful Networking

Networking provided Susan with the opportunity to meet new people and make a lasting impression. She credits this to the fact that she’s not afraid to pick up the phone or schedule an in-person meeting.

People nowadays tend to rely on emails and social media to start conversations and don’t realize this can create a sense of detachment. By picking up the phone, meeting for coffee, attending events, and engaging in real conversations, agency owners can establish genuine connections that can lead to new opportunities, collaborations, and friendships.

In-person interactions allow for spontaneity, creativity, and a deeper level of understanding that may not be achieved through digital communication alone.

Consider your agency’s email list. If you have a few high-engagement contacts who are yet to become clients, why not reach out with a simple phone call to express your gratitude for their engagement? They will likely be pleasantly surprised to learn that your sole intention is to thank them, leaving a memorable impression.

Making that phone call demonstrates your commitment to going the extra mile to connect, engage, and show genuine interest in others. This approach can lead to stronger relationships, enhanced trust, and a profound sense of connection among individuals.

The Love, Hate, Delegate Approach to Leadership

Just like choosing to work with the right clients will help you create the type of work you love to do and motivate you to do great things, Susan advocates for the “love, hate, delegate” approach—an effective method she's learning to use to regain focus on her business operations. This system involves categorizing tasks into three distinct groups: those she loves to handle personally, those she can eliminate, and those that can be delegated to others.

At the end of the day, agency owners don’t just want to scale their business, they want to get to a point where they can build a team that can take over and get their time back. Time is irreplaceable so find ways to keep building your business while still doing the work you love. Get your ego out of it and allow other people to come in and make you look better.

Do You Want to Transform Your Agency from a Liability to an Asset?

Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

How often do you take time off simply to rest? Do you carve out moments to recharge and find stillness before the daily whirlwind begins? If you’re a successful entrepreneur who doesn’t prioritize rest, you may be heading toward burnout. Today’s featured guest is an entrepreneur who’s created several noted frameworks for business owners, empowering countless individuals to elevate their businesses.

Gino Wickman is an entrepreneur, content creator, and most notably the founder of Entrepreneurial Operating System (EOS). Through the years he’s noticed highly accomplished entrepreneurs tend to feel unfulfilled in what should be the highest point of their success. This happens when they forget the fundamental purpose behind building a successful business: to create a fulfilling life. In this episode, you will gain insights into achieving success while maintaining fulfillment in both your professional and personal life.

Gino has created many business frameworks but EOS is what he’s best known for and is used by hundreds of thousands of companies around the world. In his new book, "Shine," Gino explores the idea of achieving success while maintaining balance and fulfillment in life. This is something many entrepreneurs often struggle with and may not even realize it.

In this episode, we’ll discuss:

• Why business success isn’t enough.

• Breaking work cycles.

• 3 discoveries to free your true self.

• The ten disciplines.

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Sponsors and Resources

E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.

Check out Gino Wickman on the 2 disciplines every agency owner needs.

The Missing Piece: Why Isn’t Business Success Enough?

With a track record of thirty years working with entrepreneurs, Gino realized that, even though he has been helping them create thriving businesses, many of his clients continued to feel unfulfilled. This is something Gino himself can relate to and what led to him to creating his latest framework centered on helping entrepreneurs master both their inner and outer worlds.

Many people achieve remarkable success but continue to feel unfulfilled or unbalanced, even if they have more money than they know what to do with. Attaining external success and continuing to struggle with finding purpose and feeling empty on the inside is common for business owners. This underscores the need to nurture our inner selves in addition to focusing on external achievements.

In our fast-paced and achievement-oriented society, it’s easy to get caught up in the pursuit of external success and validation. However, without a strong foundation of inner fulfillment, external achievements can feel hollow and unsatisfying. That’s why prioritizing self-reflection, self-care, and personal growth is essential to cultivating a sense of inner peace and fulfillment.

Breaking the Work-Hard and Hustle Cycle

After selling EOS Worldwide, Gino found himself in a remarkable position, engaging in work that he genuinely loved. This newfound contentment revealed to him he had been operating under a belief system based on non-stop work since age fifteen. Back then he committed to work hard and build an empire around what he thought would make him happy.

Now, years later, it finally hit him that he had been enduring the unhappiness created by his work obsession and the feeling of safe and contentment after the sale is what helped reveal this pattern. He realized it was time to work on his inner struggles and find true fulfillment.

Just like Navy SEALs commonly experience trauma once they are safe at home, entrepreneurs often find that their inner demons come to the surface when they are not focused on a task or goal. These moments of stillness and introspection present an opportunity to confront our fears, insecurities, and past traumas, and ultimately free ourselves from the burdens that have been holding us back.

To deal with this, Gino recommends meditation, which many people reject fearing that the moments of quiet will evoke past trauma. Nonetheless, Gino believes there is a need to let this stuff come up, to shed the layers of armor you’ve built up, and to free yourself. Achieving this freedom is what will allow individuals to make a real impact on the world and become much more creative.

3 Discoveries to Free Your True Self

Some people think that growing and selling your business brings freedom. However, Gino presents a different perspective, advocating for three transformative insights that can help you unlock your authentic self while enhancing your energy, impact, and inner peace.

1. Recognize and accept that being driven is part of an entrepreneur’s DNA and wiring. Acknowledging this helps you navigate the ups and downs of that drive and recognize the impact it has on your mental, physical, and emotional well-being.

2. All decisions are made out of love or fear. Understanding the motivations behind your actions will help you make more conscious choices that align with your true self rather than your ego. This awareness can help entrepreneurs break free from patterns of fear-based decision-making and move towards a place of love and authenticity.

3. Know it is possible to be BOTH driven and have peace. This may seem contradictory at first, as many driven individuals equate drive with a constant state of hustle and striving. However, finding peace does not mean losing drive; in fact, it can enhance it. At this stage of his life, Gino has everything he’ll ever need; nonetheless, he’s more motivated than ever. By letting go of the need to constantly be in motion and finding a sense of inner calm, driven entrepreneurs can tap into a deeper source of motivation and creativity.

The Ten Disciplines

The next step after embracing these discoveries is how to implement them into your life. In this sense, Gino emphasizes the transformative power of shedding everything that isn’t the real you. He encourages entrepreneurs to let go of societal expectations, comparisons to others, and unnecessary tasks or responsibilities that do not resonate with their core values and passions.

The 10 disciplines outlined by Gino provide a roadmap for achieving this state of authenticity and include:

1. Tenure thinking

2. Taking time off

3. Knowing oneself

4. Being still

5. Knowing one's 100%

6. Saying no often

7. Avoiding low-value tasks

8. Preparing nightly

9. Organizing one's life

10. Practicing humility

     

Following these disciplines, anyone can begin to strip away the layers of conditioning, false beliefs, and distractions that prevent them from living in alignment with their true selves.

For instance, knowing your 100% is a step that will help you pinpoint the perfect amount of effort you’ll need to create something amazing as an entrepreneur. Also known as the work container, this measure should answer how many weeks of the year and hours per week you can work to reach your maximum output without going over or under that measure. One extra hour over that measure may lead to burnout while one hour less might mean you’ll start to get bored.

The key to finding this magic number is to start experimenting with how you manage your time. Instead of deciding you’ll only work three days of the week as of tomorrow, start reducing your working hours little by little and see how you feel, how your energy levels change, and whether or not you’re still able to handle your workload. The perfect balance will allow you to manage your energy while making as big of an impact as possible. 

Learning to Sit Still Without Guilt

Do you find it challenging to sit still? If so, you may struggle because your mind is preoccupied with tasks and responsibilities that are piling up, making it difficult to take a moment to reset and recharge.

What does ‘stillness’ mean in this scenario? It means four things: meditation, prayer, contemplation, or journaling. The idea behind this daily exercise is to set aside time to just stop and let your soul catch up to be present and aware.

For his part, Gino recommends dedicating thirty minutes each day to simply sit in silence. As simple as that sounds, it’s hard for driven entrepreneurs. If this is your case, just try starting with 10 minutes every day and slowly work your way up to 30 minutes. Being constant with this practice will allow you to feel more present, aware, energized, and creative, which will benefit every aspect of your life, not just your performance as an entrepreneur.

Why 130 Days Off Could Boost Your Business

Just like sitting still can be a challenge for entrepreneurs, taking time off can be even harder. However, Gino recommends business owners take at least 130 days off a year, which may seem like a lot if you’re used to working long hours and prioritizing productivity above all else.

Personally, Gino has taken the month of August off for the last twenty-five years and is a big believer in the power of a sabbatical. He insists these days off must be days when you do not think about work at all.

By taking time off, we allow ourselves to rest and rejuvenate, which can lead to increased creativity, productivity, and overall well-being. It allows us to step back from our daily routines and responsibilities, gain perspective, and come back with a fresh outlook on life.

Do You Want to Transform Your Agency from a Liability to an Asset?

Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.