Today we speak to Kerry Boulton of Exit Strategy Group. Kerry and our host Joanna Oakey recently recorded a webinar together talking all about the E O S system, how to apply it to your business, how it can help arm your business for growth and how it can help you build for a future exit. We also touch on how the tools within the system can also assist you if you are evaluating a business to acquire. In this episode of Talking Law, we run through and answer some very significant questions that came out of the webinar.
Episode Highlights:
-
- What is traction and E O S?
- Implementing scorecards
- How relevant is EOS in helping to build your business for exit?
- Rocks and how it is relevant to your business exit
- Tips for increasing profit and dealing with people
- Using E O S for growth
- How to increase revenue without working more
- Final takeaways
Connect with Kerry Boulton:
The Exit Strategy Group website
Relevant Episode:
The Deal Room [EP 037] 8 Ways to Exit Your Business
The Deal Room [EP 032] Kerry Boulton on Management Buyouts and Having an Exit Plan
The Deal Room [EP 208] Podcast Replay: Kerry Boulton on Management Buyouts and Having an Exit Plan
Watch the Webinar On-Demand!
Are You Ready to Get a Grip on Your Business?
Are you enjoying the podcast? Listen to the episode here and leave us a review:
iTunes: https://itunes.apple.com/ph/podcast/talking-law/id1161414789?mt=2
Transcript below!
Note: This has been automatically transcribed so will be full of errors! We are not providing it to you as a word-perfect version of the podcast but just as an easy way to provide you with a different way to be able to scan for information that might be relevant to you.
Joanna:
Hi, it’s Joanna Oakey here and welcome back to Talking Law a podcast proudly brought to you by our commercial legal practice Aspect Legal now today we talk to Kerry Boulton from Exit Strategy Group. Kerry has always been known for being ahead of the game. She purchased freight Management International a division of main Nicholas in 1987. As a management buyout, she then successfully sold the business nine years later, after a multi-million dollar turnaround. She’s one Telstra Small Business Award in 1992. She has been a partner in real estate agencies, one of which he sold and now she is CEO of her own company, The Exit Strategy group and Nexus business coaching where she teaches business owners how to build a strong and successful exit plan. Kerry and I just recorded a webinar together talking all about the E O S system, and how you can apply it to your business. We talked all about how the system can help arm your business for growth and how it can help you build for a future exit. And indeed how the tools within the system can also assist you if you were evaluating a business to acquire. So in this podcast today, we run through some questions that came out of the webinar, you can find the on-demand version of that webinar, and the show notes at the bottom of this, podcast episode that you’re listening to. But today, we’re talking on this podcast about the questions that came out of that webinar. So don’t go anywhere. Here’s our discussion with Kerry.
Joanna:
Kerry Boulton, a huge and warm welcome to the podcast today. It’s so good to have you on the podcast again.
Kerry:
Thanks very much, Joanna. It’s an absolute thrill for me to be here.
Joanna:
Wonderful, wonderful. Now, when you’re talking at the end we’ve just closed off a webinar that you spoke on today, all about traction, and EOS. And I just wanted to today, talk a little bit about what that is for any of our listeners who weren’t able to make the webinar who missed the advertising and who want to be able to attend because we do have in these show notes, a link through to be able to access the on-demand version so you can get in and access that on-demand version. And this podcast is where we’re going to pick up on questions that came out of that webinar today so that we can answer everyone’s questions about the implementation. Now really quick background. Kerry, can we give just a super quick background about what this topic is and who it’s relevant for? For anyone who wasn’t on the webinar? So they can then go and register for the on-demand? What is happening? What is E O S?
Kerry:
Okay. Sure. So really, traction is about you and your business and having a vision. Vision, it’s what we call vision, traction healthy. So vision is where everybody is on the same page, in your business in your organization, and particularly the leadership team, because sometimes you as the entrepreneur and the business owner, you have ideas in your head, but your leadership team hasn’t doesn’t really share exactly the same view. So having a vision and getting everybody on the same page. Number one, is traction, meaning we’re all rowing in the same direction. So we understand what all the components are in our business that we all need to be working on. And gaining some traction around using the tools that we have in E O S and healthy being a healthy leadership team because you know what most leadership teams actually don’t get along with. So vision traction healthy is really the short version of being able to describe what traction is all about.
Joanna:
I guess from my perspective, look, and I might summarize this absolutely terribly Kerry so please, please pop in. If you think my summary needs a little bit of refinement, but from my perspective, I guess sort of stepping out and taking the super high-level view of your interaction is like an operating system for an organization that is relevant and it’s called in fact E O S stands for Entrepreneurial Operating System. Did I get that right?
Kerry:
Correct. The Entrepreneurial Operating System and it was Gino Wickman, who was the founder of EOS has said, it’s like, he hasn’t reinvented the wheel, everybody has the same issues. These are the issues that have been around forever, in every business regardless. And he hasn’t all of a sudden come up with these great ideas and be able to come up with the EOS he has, through hard work through his own personal experience through reading and research and investigation and using lots of other input from lots of other people that he absolutely credits with having influence over what he did, that he has created EOS as the Entrepreneurial Operating System. And he’s he says, even if you don’t use EOS, use one, choose one system just implemented, don’t be distracted by bright, another bright, shiny object that comes along.
Joanna:
And that’s the thing, you know, and I guess that’s the thing, you know, so who does this apply to? Well, it can be from any size business release. So from SMEs to medium-sized businesses to large businesses, our listening audience is generally SMEs to mid-market type businesses. And just so relevant in terms of understanding, you know, the opportunities within their business, but how to harness those opportunities into a system that you implement regularly in terms of how you run your meetings, how you identify your goals and work back so that the organization together so that that is communicated to the organization organized and then implemented. So from my perspective, that’s how I see it, I mean, I can be right or wrong.
Kerry:
It is correct. And also to I think what’s really, this is probably slightly off-topic. But what’s really relevant is that I know, amongst your listening audience, especially that you have a lot of business brokers, you have a lot of accountants, and, you know, they might think about EOS, for their own business, but they also could think about it for ways to be able to help their clients to be able to become much better businesses than what they really are so there’s a real opportunity to be able to give them added value by recommending and implementing the the the notion or the ideas, I have a look at at least have a look at POS and have a look at traction or, you know, have a look at Get a grip. So, anyone that I work with, I’ve always got a copy of traction to give them as a gift because it’s so important to be able to at least give you some sort of deeper background as well.
Joanna:
Oh, look, I just think it’s an amazing book. And you know, but the reality is, I think businesses need implementers, like you, Kerry to come in, and to make it a reality within the organization, putting the systems and processes create the disciplines, because I think it is a discipline, but now really rapid-fire. I’ve got heaps of questions for you carrying. So we are going to do this Super Rapid Fire. So let’s say so very first thing, just top of your mind, what do you think? Can you think of an example of a story where you have seen within your clients a great change that has come about through the implementation of Eos? And what is that? What do you think the greatest change has been?
Kerry:
Yeah, you know, I have a client at the moment. That’s a small, small business. Look, ideally, ers is suited for businesses from about, say, 10 to 250 employees. That’s ideal if you like it as a target market. But here’s a business client now and there’s three of them. But he’s looking into his trading. And then they’re looking down the track for he wants to be out of his business in the next 10 years. So he’s looking at ways in which he can implement a succession process with his business that will allow his employees to be able to take over the business. That’s what so we have started, we have implemented EOS in the business. Now, you might think that this is overkill for a little business like that, but you know what? I’m doing a couple of million dollars a year in sales. For the first time in his entire business life, we have a scorecard and it’s just revolutionary to be able to keep track of the numbers it takes a little while to figure out what Have the right numbers that you need to track. But you know, we’ve now got a, we’ve now got three months’ worth of numbers that have actually stood out where he’s identifying how the business is actually tracking, as opposed to having to wait, as in small businesses, which is what often happens to have to wait for the accountant or the bookkeeper to actually produce you the historical results, you know. So now we’re week by week we’re tracking and being able to forecast because that’s being able to forecast is part of the EOS process. So that, you know, I didn’t really touch on a great deal at all in what we talked about in the webinar. So getting us looking to be able to actually plan and forecast means that you’ve got to have those numbers in terms of your scorecard. So that’s a really good example of a tiny little business really, that’s doing so well, a slightly bigger business was being able to come up with all those numbers and share them and have everybody engaged in the business understand, really understanding what the business is about, as opposed to just seeing invoice revenue. A lot of employees think that invoice revenue is the profit that you put in your pocket. Yeah, they don’t understand everything else that actually has to come out of the business along the way. We can be working with clients and measurables are going to be very different depending on the type of business that they’re in.
Joanna:
I love that, though, you know, the really tangible example of the implementation of a scorecard to give you real-time view on figures and able to allow you to be able to forecast rather than just looking historically,
Kerry:
yeah. When I stepped into the real estate business, I actually implemented ers. And as you know, real estate isn’t what I was doing, not only has it had I become an Eos, professional implementer. But I was also running the business as the integrator, like the general manager, let me tell you that I found that it was actually hard. We were self-implementing in many respects, but at the same time, even with the depth of knowledge that I had, was gaining myself, it was quite difficult. But we implemented that we can scorecard that in real estate, that with the numbers that were really important to us, you know, the gross commissions that were booked every week, the appraisals that were in the system, so we could forecast with some sort of confidence where we were going, obviously, cash at bank, which was really important. The people costs that were really important, the management fees that came in from the rent, roll those sorts of things. So, you know, whatever is relevant to your business is watching what you need to track
Joanna:
and getting live metrics. You know, and the, in your presentation you talked about in the webinar, and you talked about, you know, sort of tracking some of those live figures. So, you know, not just revenue, as you said, but also the sales, the sales meetings, the proposals that have gone out the closed deals, the completed deals, the NPS, the client satisfaction scores, you know, all of that in a scorecard that just comes out weekly, to give you that snapshot. Genius, is very clever. And, you know, of course, reporting nothing new. Everyone’s heard about the idea of reporting, it’s just the simplicity of how it’s brought together. And that scorecard that I really liked, and the regularity and the discipline of doing it regularly. Okay, so So on the company scorecard, let’s stick there. I thought one of the things that you said in the webinar was, that there are some very interesting, interesting numbers that came out of looking at the company scorecard. Can we just sort of talk about like, what is that what it is that you have seen the company scorecard for some organizations reveal that maybe had been less apparent until the company’s scorecard process came into place?
Kerry:
Yeah, so some of the take-ups this one business for instance, was some of it was the number of repeat visits that they had to make to clients when they were installing products, that they weren’t tracking that before. And that, I mean, that’s a huge cost to a business yet. So once we started tracking that, we could then go back and say, Okay, well, obviously that number that’s an issue. Let’s drop it down to the issues list number one, and then let’s discuss it and find out what’s going on. Why do we have to go back you know, what, what, what’s the root cause of that particular An activity that’s costing the company a lot of money for us to actually have to go back and, you know, see a client, again, when we’re installing new systems, especially, you know, is it? Is it a supply issue? Is it a training to issue for the service? Or is it something that they extra that they need to be able to be trained in is because they’re not finishing the job properly? Or, you know, what is it? What are the impacts that are actually causing that that was one that came up in particular that hadn’t been tracked before? That was really, really revealing? Actually, yeah, it can’t be a lot of money.
Joanna:
And I guess that’s it, it’s, the whole idea is, you know, working out what numbers to track to in order to ensure that you have the visibility as to why the numbers are where they are, at particular points. Obviously, in that instance, there was a lot of loss related to these multiple visits, but no one had even sort of been thinking about that as an expense that dealt with at
Kerry:
all. I mean, one of the other metrics that a lot of people don’t track is staff turnover. You know, they just are somebody’s moving on whatever. And I think that’s a really important metric to track, no matter what your business is. And obviously, if you’re getting into a bigger size, then it’s even more crucial, but not a lot of people recognize how much a cost is involved in staff turnover.
Joanna:
And that actually links to and then the problem, of course, was staff turnover, the cost of retraining someone the cost of recruitment, the difficulty in recruitment, time, energy, all of those sorts of things, destabilization of your current staff, you know, the list goes on and on and on. One of the questions we had of attendees coming into the webinar, was whether they were interested in working out how traction might be able to assist them with reducing costs. He is one of the answers, isn’t it? You know, companies, scorecard visibility, is all about identifying where hidden costs might be lurking at you so late not even thought of tracking before.
Kerry:
Absolutely right. And as I said earlier, it takes a while to actually get the right numbers for you to be able to track it can be, you know, something sort of over a few months that you will identify that now we need to track something slightly different. It’s an art as much as it is a science, you know, so. And, you know, yeah, well, if we need to reduce costs for what are the areas that are actually out of whack, you need to look at to be able to identify where those costs are for staff.
Joanna:
Yeah. Okay, wonderful. Now, I’m not sure I’ve got I’ve got a couple of other questions. We’ve also got a number of questions that came in from attendees to the webinar. So I want to go through those as well. I’ll finish mine off, and then we’ll get into some questions from the webinar attendees, how relevant is the EOS system in helping build a business for exit? Now I recall the story that you gave about how you, came across EOS that was in the m&a circles. So it was directly related to your work in building businesses to exit that when you’re first exposed to this? So can we please talk about I’m really interested in understanding how it might sit on the sell side, and then also the buy-side? So let’s start with the sell-side, how might this be relevant? So I’m building for sale into the future?
Kerry:
Sure. Imagine if you have a business and you identify, well, first of all, you’re going to be able to identify Well, where do you want to go? What is the vision for the business and what downs of what do you want to achieve? What’s what are the targets that you’re actually looking at? So you might have in mind that on the sell side, that you you want to achieve a certain number for your business. Actually, this is a case with a client that I’m working with right now, that when we first had gone through the diagnosis as to where the businesses that we realized in order for them to achieve the sort of money that they wanted for their business, they had to improve their profitability four times where they currently are, in order to achieve that it was as you know, that was the number that we needed to look at. And so we said, right, we’ll have that’s the number we want. That’s the end result we want, how are we going to get there. And it was only by able to by being able to identify that initially that we were able to then set in place a plan, which we’re implementing through EOS to be able to achieve that result. So on the sell side, it’s the diagnosis to start with, let’s do the old checkup as well. You know, I do a couple of other dive diagnoses as you should know around value builder etc. But we Look at the readiness of the business especially. And so EOS is a perfect system to be able to make sure you stay on track to achieve that result. So, on the sell side, you can then go through your checkup and you know, if your score is going to be closer, closer to 80%. Gosh, you have a very good business to be able to sell.
Joanna:
So okay, great, so that sellers the relevance to building for the exit. On the flip side, then what about the buyer side? And in fact, I recall, you mentioned that it’s actually the buy-side as part of the investigation of the business, that someone’s talking about the implementation of Eos when this was first we came across it. So maybe talk us through that buy-side? How’s it relevant?
Kerry:
Yeah, well, basically, if I was to be buying a business, I’d be using the organizational checkout as a way of evaluating how good the business is somewhere inside that realm of Eos. So I’ve been trying to, I’d be using that old checkup as a way of scoring each of the individual components in saying how strong your business is in it.
Joanna:
So you know what it’s actually just part of your day-to-day process. If you then go, maybe what we’ll do is we’ll put a link in the show notes. Well, you provided it, the link is part of the webinar. Maybe we just require everyone to go back have a look at that webinar and pick up the link to the scorecard there. But you’re saying just sort of run that organizational scorecard? It’s pretty quick. Wasn’t it like 10 or 20. Questions?
Kerry:
Yes. It’s only 20 questions. Yeah. So yeah, to run the organizational checkup. And yeah, provided a QR code that has the link in it. So made, it really makes it really easy to people. Yeah, I’m, that’s how I would use it, quite frankly. Yeah. And that’s, that’s actually what the m&a people demonstrated at that conference was how they were looking at them and how they, how the businesses stack up in each one of the key components.
Joanna:
Yeah, brilliant. Such a good point. Okay. Wonderful. All right. So we talked about how’s it relevant in building for the exit, we’ve talked about buyer side, sell-side by side, both two really important areas to consider. And just before we move off my questions, and on to the attendee’s questions, I just wanted to talk about ROCKS, ROCKS is something that you talked about, as a part of the EOS, maybe you can just give the 32nd overview, what are rocks, and then I just want to understand what the benefits are of all that process of identifying and implementing the ranks.
Kerry:
So that term was actually first talked about by Stephen Covey in the Seven Habits of Highly Effective People, which Gino clearly acknowledges and Stephen demonstrated in such a way of saying, okay, you’ve got a beaker here. What happens if you just you know, you’re pouring the sand in the water, and you’ve got all these pebbles and rocks, what happens if you put them in in that order, of course, you’re never going to fit the big things in. But if you do it the other way around, if you put the big things in, first, you put the Rocks in first, and then you put in your pebbles, and then you put in your sand, and then you put in your water, you’re probably gonna get the whole lockdown. So Rocks is actually around identifying what are the absolute critical, crucial things that you need to achieve in the next quarter for you in your business. That’s what they are. So getting big, the really big things done first, and being able to then get getting people who are accountable for achieving those rocks, getting them also in that process and understanding what the process is all about. So rocks represent the really big things that you have to achieve. If you were to look at it in the Eos context, as well, you’d have the pebbles representing, for instance, the interruptions that you might get every day. And you know, sand, which gets you off track, and then you’re completely blown out of the water. So that’s the concept of rocks. Yeah.
Joanna:
Wonderful. Okay. All right. Now, let’s just run very quickly. And I know we’re covering this really quickly. But you know, we’ve got an on-demand webinar, you can go back and have a look and watch the whole thing. There are brilliant books around. And of course, Kerry runs from time to time, 90-minute versions of the webinar that we ran. So getting contact with Kerry, using our links, if you want to find out about those if you want to find out more.
Kerry:
So part of our proven process is the first thing we do is run a 90-minute meeting for the leadership team in the businesses and there’s never any charge for that at all. And we can do it virtually or we do it in person for preference. Yeah.
Joanna:
Brilliant. Okay, wonderful. All right. So let’s move now on very quickly to some of the questions that our attendees had. So in some of the things they were interested in hearing about, they wanted to understand organizing and structure. And certainly about EOS and the whole point of Eos is creating a structure within the organization in order to run the organization more efficiently. So, you know, that’s what it’s all about valuing a business, what to look out for buying a business. So, you know, I guess, when we really we talked about that when we talked about well, how is it that you are news EOS buying a business? And the answer is stored in this organizational checklist that is free for you to access and you can actually use that to evaluate a business. And then in terms of we had people here who are interested in how to use things like this system for increasing profit and dealing with people, the people element, I just want to touch on briefly, Kerry, because I think that’s super important. Because one of the things video is about having the vision and communicating the vision, isn’t it, which is so important for the management of the team,
Kerry:
Whatever it is, absolutely. But with the people side of it is very much around, you know, right people in the right seats, and how do how well do does everybody actually share and demonstrate the values that you have in the business? So if you were to go to everybody, every single person in your team and ask them, what are the values that we stand for? Whether or not they could articulate them would be question number one. And secondly, it would be also a case of well, how do we might be able to recite them, but how? What do we do? What’s the behaviour? You know, what, give me some examples of how those things play out. And maybe some anti examples as well. So part of the EOS process is about getting the message out to your people. And for the visionary, the or the whoever, if you have a visionary or whether it’s simply you as the head of who’s an integrator who might be the head of the business, how do you get that story across and demonstrate the values that you have and what they actually mean and what you’re trying to achieve as a business. And it’s been proven that it takes at least seven times for anybody to hear something for the first time. So it’s repeated and repeated often, in order to get people to understand fully.
Joanna:
Yeah, such a good point, that whole seven years, I think I grew from my personal perspective, sometimes you think when you’re repeating things, you know, you’ve said it too many times, it’s almost like there can’t be enough times to repeat these things can’t be enough times to repeat a process so that it’s embedded can’t be enough times to repeat the key to communicate the vision to your team. But the very first starting point is that vision component, I think, and you talked about it, right in the beginning of the podcast, you talked about, you know, vision is the first word that you actually said. And, and I just think, you know, as entrepreneurs quite often we forget, it’s almost like we’ve got this vision sort of inside our being, but we just need a way to bring it out, put it on paper and then communicate it clearly and often. Absolutely. Right.
Kerry:
Exactly. And, and getting everybody coming along with you. So yeah, so you can see how all those components actually work together. So with the people component, right people, right seats, really important to understand how to evaluate that using the accountability chart. That’s such a powerful tool, the accountability chart, and then understanding that you know, with your vision, how did that so everybody has accountability for achieving certain components that make up that whole vision as to how we’re going to get there. And that’s when within Eos, you become really good at being able to do long-term predictions and short-term predictions. So that’s a process that you look at that he’s learned over time, and based on the information that you develop by using your scorecard and other feedback mechanisms. Yeah.
Joanna:
Okay. Wonderful. All right. So another question that we had to how do we use that EOS to position us to grow or what impact does it have on growth? How does that help growth? How does that underpin growth?
Kerry:
Well, it’s enormous because you actually set your targets, you know, you said, you said why? What are your goals? What is our revenue goal? What is our profitability goal? How are we going to measure how we’re getting there and what are we what will it look like? Like you describe what it’s actually going to look like as part of the VTO, your Vision Traction Organizer, it underpins the momentum that creates growth, your vision You’re that’s what you’re used. That’s your tool. And it’s a two-page strategic plan. Very specific, but as simple as it gets,
Joanna:
I love it, Kerry. And we’ve got a couple of other questions here, we had quite a few accountants are on the webinar. And there were a lot of similarities in the questions that they were asking about how to free up time, sometimes it was asked is how do I increase my revenue without working more? How do I use this? To, to get away from working so hard? And to get more effective? That’s that line of questioning? what’s your what’s your suggestion?
Kerry:
Yeah, there’s a beautiful tool in iOS called, it’s called delegate and elevates. And I think it’s available for free on the website, it’s a very simple matrix that you use, and freeing up your time is identifying what you love to do and what you’re great at and what you don’t like to do. But you’re good at it. And you don’t like to do any a dreadful at it. So it takes discipline to actually go through and identify all those, like the tasks to fall into each of those categories on the matrix. And then depending on your obviously, where you’re at and the size of your business, you look to be able to delegate those tasks, so that you are freeing up your time, if all of those tasks that you have to do add up to 120% of the time you have available, then you’re in trouble, you’ve got to get rid of some of them. And let’s face it, you don’t necessarily have to employ people locally, maybe there are other resources, you can outsource, you know, other resources that you can use. And it takes the discipline to sit down and actually identify all of those tasks initially, and figuring out how much of your time it’s using, and then get rid of the ones that you’re currently doing that are dragging you down. For instance, don’t ask me to do your accounting. I can do it. In fact, I do it. I can do it. I have my own stuff. But boy, it’s like, it’s last minute, I have to get it done. So yeah, just do that process. And it’s nearly 100% sure it’s on the Eos worldwide website where you can download it,
Joanna:
I think, yeah, I think it is. And it’s also in the link to from the traction book, that’s something that I am, I remember because it is something that I identify with, you know, the in terms of businesses that we see, you know, we see a lot of businesses and exit, we get the opportunity to see, you know, businesses in their growth phase exit phase acquisition phase, and see the ones that, you know, humming along most smoothly. And I highly connect to that concept that you’ve just talked about, you know, understanding what you’re good at, and what you’re not good at, but what you like and where you flow is because, you know, when when you can work that out where you can work out where your highest and best use is within your own organization, then you can organize, you know, work becomes far less, you know, the questions become less about how do I free myself from my business, because the business becomes more fulfilling on a daily basis. You know,
Kerry:
we call it the if the whole aim is to have what we call the EOS life, which is doing what you love with people you love, making a huge difference being compensated appropriately, with time for other passions. That’s, that’s the EOS life.
Joanna:
Well, hallelujah, that just sounds fabulous. We must use that as a quotable quote, we’ll use that for the quote for this episode because they’re in Kerry’s lines. I think our very last point, which is here is the benefits of proper application. And I’ve heard, you know, I’ve spoken to lots of organizations that have implemented traction, the EOS system within their business. And that is exactly the, you know, the comment back that the concept that it creates this, this joy from a business, this flow.
Kerry:
I mean, it can take 18 months to two years to get there. But that is so worth it. It just we when we would start working with clients, we asked them to give themselves a mental commitment for a couple of years to get it implemented. Because it only takes that I could that’s not a long time in the scheme of things. It only takes that long and it is it’s simple. It’s a discipline. So it does take time to get it going.
Joanna:
Well, I just want to say a huge thank you for coming on to the podcast today. Kerry if you’re listening to this and you haven’t been on the webinar don’t worry you can access an on-demand version we will also link straight through to Kerry. Kerry a huge thank you once again what a great webinar great but great podcast to wrap up and always fun talking to Kerry Boulton
Kerry:
Thanks, Joanna.
Joanna:
Well, that’s it for this episode of Talking Law. I hope you enjoyed our podcast today with the fabulous Kerry Boulton. Now don’t forget to check out our show notes if you would like access to the On-Demand webinar where Kerry and I run through the EOS system and how to apply it to your business how it can help arm your business from growth and help how it can help you build for a future exit. Now if you’re interested in talking to our lawyers about anything related to exits or commercial legal issues, head over to our website at www.aspectlegal.com.au To book a free 15-minute discussion with our legal team and of course on the show notes of this podcast you’ll also find details of how to contact Kerry Boulton if you would like assistance either implementing EOS into your business of finding out more about what it is or building an exit strategy for the ultimate exit of your business. Well that’s it I hope you enjoyed what you heard today. If you did please subscribe to Talking Law on Apple podcast or your favourite podcast player to get notifications straight through to your phone whenever a new episode is out thanks again for listening in. This has been Joanna Oakey and Talking Law a podcast proudly brought to you by our commercial legal practice Aspect Legal See you next time.
Our General Legal Services
Are you looking for a top quality legal team to assist you in your organisation?
Aspect Legal is an innovative commercial legal practice that specialises in providing fast and professional services for their clients. Our commercial legal services cover a wide spectrum of disciplines – contract law, dispute resolution, business sales and acquisitions, brand protection and IP.
We work with clients both large and small, and we’re all about helping you grow while protecting you from the unexpected storms of business. If you’d like to chat about how we might be able to assist you, simply head over to our website at aspectlegal.com.au to book in time for a free discussion with one of our lawyers. So get in touch today!
Disclaimer: The material contained on this website is provided for general information purposes only and does not constitute legal advice. You should not depend upon any information appearing on this website without seeking legal advice. We do not guarantee that the contents of this website will be accurate, complete or up-to-date. Liability limited by a scheme approved under Professional Standards Legislation.
