Ever wondered what it's like to leap from the familiar ledge of accounting into the vibrant pool of marketing and operations? That's exactly what Bailey Clark, VP of Operations at Flexion Point, and I, Shelby McFarland, discuss over a Marketing Happy Hour. Bailey shares her transformative journey, from recognizing the need for expert marketing help to the pivotal social media shout-out that led to our dynamic partnership. As we clink glasses, we unfold the story of how genuine relationships can enhance professional collaboration and turn business branding into an art form.
Picture this: an extroverted accountant with an itch for something more—yours truly—stumbles into a world where finance finesse meets operational expertise. I open up about the birth of Flexion Point and the passion behind offering fractional services during transitional periods. We uncover the essence of our approach to service delivery and the importance of authenticity in our work, all while navigating the complex dance between backing up a business and respecting its legacy.
Now imagine stepping into the shoes of a leader in a family business, with the weight of generational expectations on your shoulders. Our conversation wades through the intricacies of succession and the value of coaching for new leaders. I highlight how Flexion Point is carving out new paths in executive transition management, with a good dose of coaching, camaraderie, and strategic guidance. Tune in and let's raise our glasses to the power of connections and the thrill of navigating change with grace and expertise.
Ever wondered what it's like to leap from the familiar ledge of accounting into the vibrant pool of marketing and operations? That's exactly what Bailey Clark, VP of Operations at Flexion Point, and I, Shelby McFarland, discuss over a Marketing Happy Hour. Bailey shares her transformative journey, from recognizing the need for expert marketing help to the pivotal social media shout-out that led to our dynamic partnership. As we clink glasses, we unfold the story of how genuine relationships can enhance professional collaboration and turn business branding into an art form.
Picture this: an extroverted accountant with an itch for something more—yours truly—stumbles into a world where finance finesse meets operational expertise. I open up about the birth of Flexion Point and the passion behind offering fractional services during transitional periods. We uncover the essence of our approach to service delivery and the importance of authenticity in our work, all while navigating the complex dance between backing up a business and respecting its legacy.
Now imagine stepping into the shoes of a leader in a family business, with the weight of generational expectations on your shoulders. Our conversation wades through the intricacies of succession and the value of coaching for new leaders. I highlight how Flexion Point is carving out new paths in executive transition management, with a good dose of coaching, camaraderie, and strategic guidance. Tune in and let's raise our glasses to the power of connections and the thrill of navigating change with grace and expertise.
Welcome to the Marketing Happy Hour podcast, where we stir up the perfect blends of insights, strategies and trends to quench your thirst for marketing and business success. Join us every week as we pull up a chair, pour out the latest business innovations and mix in some expert advice from industry leaders. I am your host, shelby McFarlane, ceo of Shelby Company Incorporated. It's time to shake things up, stir up some creativity and sip on success. Welcome to the Marketing Happy Hour podcast. All right, guys, it's your favorite boss babe, Shelby. Here Today, I am joined by a fellow boss babe, miss Bailey Clark. Hey girl, hello. So Bailey is the VP of Operations at Flexion Point. She's a powerhouse with over 15 years of accounting and leadership experience. Since graduating from Arkansas Tech University, she's held pivotal manager roles across diverse industries like wholesale distribution, commercial construction and agriculture. She also holds her MBA from Henderson State University. Outside of work, bailey cherishes moments with her husband, michael, and their three children. She's also always eager to explore new destinations whenever the opportunity arises. So thanks for joining me today, bailey. Thanks for having me.
Speaker 2:I'm so impressed by your voice and professionalism and man, you're just like made for this.
Speaker 1:Oh my gosh, thank you so much. I appreciate that Because we were talking about some funny stuff and she's like so how are we going to transition into podcasts? I'm like you're about to see the podcast, professional Shelby.
Speaker 2:I really was like like the Jekyll and Hyde right there. Honestly, it's kind of it's a little like the Jekyll and Hyde right there. Honestly, it's kind of it's a little little jolting.
Speaker 1:That's awesome. So Bailey and I we met through business. Again, she's the VP of operations a flexion point and the magic of social media connected us together, which I absolutely love, since this is a marketing podcast. I do a ton of marketing on Facebook, but I'm also 100% referral based, and so people tagged me and my business on her post, and so I'm Shelby and company helps flexion point with all their branding needs, their graphic design needs, as well as some social media stuff, and it's just been so great like forming a relationship with Bailey. We have a ton of things in common with each other and so it's really cool to just have that conversation, so I really cherish our friendship as well, bailey.
Speaker 2:Yeah, I mean I kind of like a big believer in things happen for a reason and right, yes, right time, kind of thing, and honestly, like I'm thankful that you put up with me because I think I put like a post out. You know, because we're new to this. Flection Point is new to me. Me being in operations is all new to me. Um, I'm pumped about it, I'm loving it, but I'm just kind of figuring out. You kind of have to wear all the different hats, um, even just little parts of the hats, um, and handle all the different things, and so marketing is one of those things. And so when we got to the point where we really needed to start building up that marketing presence, I knew that. I knew enough to know that I can't do that on my own and I'm a marketing professional.
Speaker 2:Actually started my degree in marketing. I majored in marketing for like a year, so I did like some PR classes and you know things like that. And branding, I think it's a great branding course, but anyway, that was a long time ago. That is not my wheelhouse. I definitely know when to step back and appreciate an expert in their field. So yeah, I just like done like a broad reach out on Facebook like hey, who do we know, who can I use locally that you know I can support and that can support us? I think I have like three like all-star people that like messaged me and kind of sent me you know their. What do you call it? The?
Speaker 1:presentation Like a, I guess like a spill, like a 30 second spill or whatever.
Speaker 2:Yeah, kind of just like your package, you know presentation thing, and then I think it probably gosh was probably like three or four weeks after that, before I like really got back and I was like I'm so sorry. Like I. You know I didn't expect to get such good people so quickly. But yeah, then after that Shelby was just.
Speaker 1:You know, I think I did a couple interviews with people and, like you said, we just really hit it off and you have been a godsend, because you were on top of stuff and you give us great, but it's really hard to.
Speaker 2:What we were looking for is, you know, our team. We have a lot of just concepts, um, but we're not artists, we're not graphic designers, not marketing geniuses. So being able to find somebody that can take, like our word, salad and into something visually appealing, that is kind of what we have in mind, because I'm just surprised at how you can tell a marketing person you could tell three different marketing people the exact same thing and you're going to get totally different products Of which we've experienced, together with other projects y'all have going on, but you know, nine times out of ten you either hit it right, you know on the head, or you get at least 95 of the way there.
Speaker 2:Yeah, and, like I said, we've got um. Our ceo, stewart is know, he has a vision for his company and he's really which helps.
Speaker 1:Yeah, yeah, that helps so much those are all those.
Speaker 2:When I say he's picky, I don't mean that in a negative sense at all, Like no. Yeah, like I said he knows what he wants and he, you know, wants to be true to his vision, and so it's. It's just been really nice having somebody that gets it.
Speaker 1:Thanks, it was a challenge too, and I'm always up for a challenge. You're like he's really hard to like make happy and you sent me that email. Like Stuart loves this, I'm like.
Speaker 2:OMG, I'm pretty sure I wouldn't pour a drink Like this. Is celebrating it's 12 o'clock on a Tuesday when you, when you listen to this back again, not a negative thing.
Speaker 1:No, it's all positive, Stuart. We promise. We promise it really is. So give us a little bit like a spill about what Flexion Point is. I love your like main mission for Flexion Point. I think it's a really cool concept type of business. So tell my listeners what you guys do and the different services that you offer.
Speaker 2:Sure, so I'll kind of give you a little history in a nutshell. So my background is, you know, full stop accounting. I started out at a public accounting firm when I was in college. I decided again I was marketing at first, but then I was like, hey, you know, this is a pretty prestigious firm. I'm really fortunate to have this on my resume. Like, let me just run with it.
Speaker 2:I didn't come from a privileged background whatsoever and so accounting was never my passion. But it has been very good to me. It's provided a very good career and lifestyle for me and my family, really great opportunities. But I was kind of looking to get out of the grind of accounting, the nuts and bolts. I was kind of tired of doing journal entries and, and you know, managing other accountants. And you know, like I said, just I don't know how many it's a small pocket of people in the world that have a passion for, like, accounting anyway, but there are definitely people that enjoy it more than others. And you know, like I said, it just wasn't really my calling and I've kind of considered myself I've always said I'm an extroverted accountant, which is also rare I would agree.
Speaker 1:Yeah, I'm not a weirdo. Most accountants are straight weirdos. I am a straight weirdo A hundred percent.
Speaker 2:That's for us, that's for put that on for our next podcast. But yeah, so I I've just been kind of looking for opportunities to get, to get out of accounting, but I also didn't want to start over.
Speaker 2:I didn't want my experience to to be for naught. I didn't want to have to take a pay cut, I didn't want to have to rebuild my career. So I got super fortunate and a mutual friend connected Stuart and I and Stuart. His background he was at a very similar company to what we do now A lot of differences but kind of similar structure. But he, you know, worked for another company for like 15 or 17 years, I want to say, and did just a lot of consulting, a lot of he's.
Speaker 2:He's a finance guy through and through, which, if you're in the industry, you know finance and accounting probably all sound the same to anybody on the outside, but once you're on the inside they're they're very, very different things. And so he is a finance minded guy. He's a high level minded guy. He doesn't like to get bogged down with the details. He's really good at taking, you know, multiple companies and saying like, hey, these are the consistent pieces and elements in a business that make them successful and these are the ways to drive your business. And and you know, sometimes someone like me I get really bogged down in the details and I'm like, hey, well, but what about this person on our team or what about this one specific decision we have to make. And he's really good at like looking at a company holistically and saying, hey, these are your areas that you need to, you know, drive efficiency in that you need to make some improvements in. You know, if you take care of these big fundamentals, the rest of it will kind of work itself out, you know, or at least we'll be in a position where we can, we can fix those things. So anyway, that's kind of his background, um, for a long time.
Speaker 2:Then he went on to be CFO at Dine Development, um, which is a company here locally but they own like a lot of the tropical smoothies, I think, like the South. He's still, he's still, um, you know, know, running a lot of things over there. But they were really supportive of him stepping into his own company and starting starting something new. What he found after he left that that first company where he did a lot of that consulting is that people continued old clients and connections continue to call him and say, hey, do you know anybody that can help me with this? Do you know anyone that can do this for our company?
Speaker 2:And he, he had some connections and some CPA firms and things like that that he would refer them to. But, like, what he was finding was that they are consistently booked up to you and they don't have the bandwidth to take you on. And so I think he just kind of got tired of telling people no and finally decided to start telling them yes, and so Flection Point was born. Flexion point the name, I know that kind of trips people up sometimes, but if you're familiar with like data analysis, uh, it's like inflection point. So the point on a chart where a line changes and bounces the other direction, um, is the inflection point. So that's where that came and that's kind of tied into our logo, which Shelby was a big help on.
Speaker 1:Yeah, definitely. I learned what a flexion point was into, because I'm not in finance.
Speaker 2:So, that being said, a lot of what we do is really pretty much anything you can potentially think about in HR, finance and accounting. We have three main services that we kind of try to market to people, and then a lot of those other things kind of can spin out from those three, but the main three are transition support, health, business health assessments and fractional executive and operational support services.
Speaker 1:Yeah, and I think that I love that y'all like narrowed it down to three services. I feel like a lot of consulting companies are just like yeah, we can help you with anything, but you guys are really, really honed into the fact of like, hey, this is what we do, these are the people that we work, that work for us, and you're very authentic and real about that. On social, which, when we were putting those first posts together, you're like I want these people out there, their faces out there, because we want to know, like, as small business owners, we want to know what's going on and who we're gonna be working with and who these people are, instead of like, oh my gosh, it's like overwhelming to know. You know you're a big company, or you know it appears that way. So when people hire you for fractional services, what exactly does that mean? Like, when they call you, like, hey, I need someone to do this for me, but like I can't hire them full time.
Speaker 2:Yeah, so, um, what you're saying is dead on, like that is very much exactly what we are trying to sell to people is hey, we can get integrated with your team. Um, what we do is not. It's not, it's not groundbreaking, it's not necessarily new. I mean, there are different companies that do different parts of what we do, or maybe they do exactly the same thing. A lot of people don't know about it. It's not super common, but it is. It has been done and is being done in other places. But how we're trying to differentiate ourselves is, I think we're really trying to capitalize on the world that we live in now, where people after COVID you know, one of the good things that did come out of that is people are more open to remote work. You know, they see that it can work.
Speaker 2:Those old timers that you know and honestly, when I say old timers, I kind of was one of them Like I um all through COVID I had I had a baby and a toddler and COVID and I still like showed up to work with the newborn, like like I was very much on site. I have a home office. I've hardly ever used it, just I just didn't feel like people were as productive and just all that stereotypical stuff. And it's just not true. Like I've, I get more work done honestly from home than you know I do when I'm in the office and have interruptions. And so what we're trying to kind of capitalize on now is like, hey, instead of having to hire, you know, a full-time person with, you know, not just a salary benefit, but then you've got all those other you know intrinsic costs there, the, that other overhead, the, the benefits, the time off, the insurance, the you know all. You know employee events, all the things that you can't even really tangibly put on paper, um. Instead of having to hire a full-time person doing that, that you know, you know employee events, all the things that you can't even really tangibly put on paper, um, instead of having to hire a full-time person doing that that you know, maybe you don't need somebody doing that 40 hours a week. Maybe you really only need that CFO lever level expertise five hours a week, you know, um. And so instead you can hire us to come help you guys. You know the fraction of the price for a fraction of the time.
Speaker 2:But we're really trying to say, hey, we're going to embed with your team, we're going to have weekly standing meetings with them. We can come on site if we need to. Um, pick up the phone and call us. Um, you know, if we can't answer right away, we're going to get back to you, just like you know somebody right down the hall would do. You know, we might just be down the street instead, but you know we're trying to say like we're going to get to know your entire team. We want them to feel like we're part of it. We are going to learn your business, we're going to learn what your goals are, what your needs are, and we're going to be an active part of that team.
Speaker 1:And what has been the response, right Like with your new clients that you've got, since you are a new business, what is that response been when you sell it to them and they're like, oh, this sounds really great. Like, how has that experience been for you guys?
Speaker 2:Oh, I'm sorry you cut out on me, okay.
Speaker 1:Okay, yeah, definitely let's start over, sorry, I heard. What is the response then? Okay, so, um, when you guys have been hired by your new clients, like, what is that response? Been in the process, did it do it again? I'm sorry I don't know, you're just like completely freezing on me. It's okay, did it do it again? Yeah?
Speaker 2:I've never, like never ever, had anybody freeze on me.
Speaker 1:Of course. Oh, it's okay. The wind is so crazy over here too, like it's like right here up on my wall, so we'll edit all this out, it's no worries.
Speaker 1:Yeah, yeah, no we'll edit all this out. Okay, yeah, sorry Again. You're fine, you're a response man and then you froze. Okay, maybe I should start a different question. No, I'm kidding. Okay, so whenever you've had your new clients hire you, what has that process look like? What is their response been? And like just kind of like give us a general idea. If someone says, hey, I want to hire you guys, what can they expect from that?
Speaker 2:Yeah. So it really obviously can vary wildly on what exactly you're hiring us for. But kind of one of the things that kind of comes to mind is we just got a really awesome new client and I'm super excited. They've been with us maybe two or three months now, but basically they they're a smaller company. I think they're going to grow exponentially very quickly but they are branching off from a parent company. But they are branching off from a parent company.
Speaker 2:Basically, there's just been a split in the company and the parent company said you know, go ahead and take your projects and your contracts and your accounts. You can take some of your project management team, you can take the materials and the equipment, but you can't take the administrative staff. So you know they don't have any support staff and so that there was a lot of benefit for them there that they were able to take a lot of that stuff with them and take those existing contracts and work that was already in place. But the flip side of that is, hey, we've already got work in place, like we've got bills that need to get sent out, we've got jobs that the costs need to be tracked, like we, we, we need to figure out what kind of equity we need to put into this. What's our capitalization stack? Like you know, they have a really phenomenal CEO that's super smart, he really knows what questions to ask, and so he a lot of times, you know, business owner. What we find is they are experts in their fields, right, but all that other stuff and you can probably attest to this they're not marketing experts, they're not accountants, they're not HR experts. We have gotten really lucky with this client, with this guy. He's just a really well-rounded CEO and so, like I said, he knew right off the bat what he needed and so not having that support staff he was looking at and I'm not 100% sure, but just kind of a good guess is that you know he probably needed at least like a senior level accounting manager type person, probably a similar level HR person to you know get their payroll processes set up and you know all the legalities that go with that. And then you know an ongoing basis, somebody to process that payroll and maintain. You know employee documentations and things like that and systems processes, and then probably a whole nother person to just to maybe do just general. You know full cycle monthly accounting. So you know all in. You know if you're talking, you know two to three intermediate level resources like that you're looking at. You know 150 to $200,000 in salaries, not to mention you know the benefits and all the other costs outside of that.
Speaker 2:Um, so instead he was able to just hop right over to us and our team met with his team. You know we did some onsite visits, did some tours, kind of went through their processes and what their business model is. We were fortunate that a couple of us have some background in what they do. So you know we already, you know, felt comfortable, you know, going in and running with the tasks that they had. But now we really are fully integrated with them as part of their team. I mean our team is meeting with them weekly. I think actually we've got a couple of them over on their site today, nice, just learning some more of their processes and helping them get some of those processes documented and put on paper and some policies lined out. But it's really, it's been really exciting and especially when you have that business owner that kind of knows what they're missing and what you know, a lot of times those are the ones that are really excited and they really see the value in what we can. We can offer them.
Speaker 1:Yeah, and I agree with that, because sometimes, you know, we have clients that are like, okay, I really want to do this, but like I'm really scared to like take that next step and I'm scared to, you know, pay someone to do this when I can do it myself. And I've been a victim of that like for 12 years now. It's like, okay, well, I'm type a, I know I can do everything, kind of like what you were talking about. It's like you know how to do a little bit of everything, but then you also are at that point of like, okay, I need to like give this to somebody else that knows more than me. And that's how I feel, you know, in my business.
Speaker 1:And so I think, as a small business owner, you know, I have never really thought before I hired my first employee, before I hired my first employee, you have to have policies in place, you have to have processes in place, you have to make sure that, like, if these people give me a two week notice, I have like a whole process for that, you know. So I can definitely understand how Flexion Point will help even a small business, because we are so conscious about budget and making sure that our personal lives are paid for, our kids are paid for, you know, and you guys can help small businesses as well as bigger businesses, but really you can start small with them, right? You know?
Speaker 2:just coming up with them. So we basically have an inventory of all the things that you just mentioned, like an employee onboarding process, an employee offboarding process, we know all the different questions to ask. So we have a lot of those documents and processes already in kind of like our inventory. And then what we do is we take all that and then we, you know, custom tailor it to our client. You know, I mean, we can scale it up and we can scale it down. We've got some really great people on our team that are absolute, just, you know, geniuses at their niche area and they impress me every day.
Speaker 2:And I think, again, part of what we're trying to sell is hey, yeah, we are part of your team.
Speaker 2:We want you to know that when you send us you're not I mean cause, like I said, I worked at a public accounting um company before wonderful company and so just not a slight in any way to them, it just a different industry.
Speaker 2:But I worked in the small business services department and so a lot of that was, hey, we just are going to get all your data in on a regular basis, basically keep your books so that when it comes to be tax time, we can just turn that over to the tax team and you know all your information's already there.
Speaker 2:But it was a lot less personal. Um, you know, yes, I did interact with the clients very lightly, just to ask, you know, some kind of general questions or hey, I'm missing this receipt or I'm missing whatever. But, like I said, this is a whole nother step for this is hey, like we are going to try to help you replace this whole person on your team so that you don't have to have that whole person there. Like you know, we're going to meet with you on a very regular basis. I mean, it could be that we we might have clients, that we have people on the team that are working on their stuff daily, or it could be that we have, you know, a CFO level person that's just offering, you know that intermittent guidance, you know, on a weekly or bi-weekly basis.
Speaker 2:So it really can range just very much depending on what the client needs.
Speaker 1:So talk about the other two services that you offer. So you ask you offer like a business health assessment. What does that look like for somebody that would need that?
Speaker 2:Yeah. So there are a lot of instances where a company can kind of look up and find that something just isn't working in an internal department that they have. What I see a lot in particular are two scenarios where maybe an accounting department is drowning and when you're drowning you don't have the time or resources to get your head in the water to see where some of the root problems exist, much less have the time or capacity to make a game plan and execute on how to fix those root problems. So one way that can happen for a company is maybe the company gets too big, you know, too quickly If the right foundational procedures aren't there in place kind of what you were just saying, like a small business owner and getting started with those. If you never put those procedures and policies in place on the front end, it can completely overwhelm that department long-term.
Speaker 2:Another situation we see are a lot maybe older established companies who have done the same things the same way for a long time, kind of that. Well, this is how we've always done it, kind of mentality. Um, and the next thing they know they look up and half their systems and processes are outdated or no longer the most efficient or effective. But because those systems and processes are bogging them down, they don't have the bandwidth to fix the issues themselves. So in those instances our team can come in as supplemental help. We can work with those teams to identify the breakdowns and provide solutions and guidance on fixing them.
Speaker 2:So when we do, that, like, we're going to come in, we're going to spend time with your staff. We're going to interview you know as much as the staff as we can. We're going to assess your org chart. We're going to spend time with your staff. We're going to interview you know as much as the staff staff as we can. We're going to assess your org chart. We're going to assess the accountability chart. We're going to make sure that you know this is.
Speaker 2:You know, sometimes, you know we, you have decision makers in the company that might bring us in to do that, and you might have employees that are kind of like you know, whoa, why are these people coming in?
Speaker 2:And so our goal never in those instances is to come in and say, hey, like we're trying to figure out who we can cut from your team. Like that's not it. It's usually a company that, like I said, they're in over their head. They have, they might have a really great team and everybody there is absolutely essential and vital to the process, but none of them just have the bandwidth to step back and say, like you know, how can we make this department function efficiently? You know what can we do? So we're going to spend that time and just do that for you. We provide a full report, essentially a diagnosis and a treatment plan, for the decision makers in the company and ideally, just like with a health provider, we don't expect to just give you a diagnosis and a treatment plan and then expect you to do all the rehab by yourself. You know the goal would be to offer ways that our team can then help implement those solutions or maybe be a short term or long term part of your team you know to execute on those plans.
Speaker 1:Yeah, that's really cool and I think that is you know something that, especially since COVID, you know employees are so on the edge all the time anyways, and so y'all like, hey, reassuring, like you're not losing your job, you're fine, we're just here to like try to help with the processes and really make your job easier easier versus like at your gone.
Speaker 2:You know, like I feel like so many people are like stressed out the biggest thing that I see, too, is a lot of times, you know, in a, inside a company, you just have that mentality of you know, okay, maybe maybe these people have been saying, hey, we need to change the system, we need to change it.
Speaker 2:You keep hearing it, you keep hearing it. But maybe you're saying it to a decision maker that doesn't fully understand the process and they don't really, you know, feel like they have it every day. Yeah, they don't have the tools or the knowledge to make the decision and you know, that's, that's it. Maybe it's a you know they want to change their ERP or you know all I mean. It can be all kinds of things. So a lot of times it really just takes that third, that neutral third party coming in and saying, hey, actually, you know, we've talked to your whole team, we've looked at your systems and processes and you know we agree, this is what the solution needs to be. And sometimes that decision maker, that C-suite level person, just needs to hear that from you know, an outsider.
Speaker 1:Yeah, which makes total sense. And then, whenever you're offering that transitional support, what exactly are you guys helping a business transition into?
Speaker 2:Yeah, so again, it can. Why range wildly? Um. So you know an example there would be. You know, I think we've encountered a company recently that had a situation where they have a full they're a larger company, a larger organization, they have a full accounting department with a controller, cfo, at the top of the department. Um, the controller resigned a couple months ago and so they've just kind of been casually, you know, looking for another controller. Well then they've looked up in the CFO's retirement date has approached, you know, been planned for a while, and so now they went from kind of like a you know, imminent situation that was, you know, kind of important, but not, you know, they had that CFO and they had the support staff, and then all of a sudden they're like, oh crap, you know, in in three months we're not gonna have any leadership here. Yeah, um, so in that instance, you know, we can come in and we can fill those seats for that company until they're able to make those replacements. Um, and a lot of times too, that that's really helpful because we so we 've also partnered with a really wonderful local talent recruiting agency. So that's something that we can, we can assist with too. If that's something that the company needs. We can refer them to this, to that business partner, kind of like you're a business partner for us, right? Yeah, the theme also is, but then we can also provide training to those replacements when they get it, once they get in there, and help smooth that transition. Another example that this is one that I'm seeing this a little bit more common is especially in Little Rock. I don't know if this is a regional thing or not, or maybe it's a Southern thing, but we have a lot of generationally family owned companies, yes, and so you might have a dad or a grandpa that's retiring and handing the keys over to the grandson or the granddaughter, you know, and that's. That's a really great opportunity where we can have that kind of CFO level executive coaching and help that new CEO or COO or president. Give them some executive coaching on like what's their leadership style going to be, helping them work through their stress and workload management, their work-life balance coaching, priority training, assessing and establishing new company culture. Um, because a lot of times those CEOs is kind of a lonely position, you know they get up they can't necessarily confide in.
Speaker 2:You know maybe that you know that right hand person internally or whatever, because you know there's just a lot of different reasons why. So it's nice to have that kind of external support system.
Speaker 1:Well then you have like, granddad being, you know, replaced with grandson or even son, and people like you know, a lot of people don't like that generational thing, so that's pretty cool that you guys come in and help with that, cause even that grandson may not listen to that granddad of like, hey, I should be doing this, I should be doing that. You know, again, third party neutral helps out a lot, you know, coming in and being like, hey, this is what you actually really need to be doing.
Speaker 2:So he told you Great example because there you, you get a lot of like um, try to think of the right way to put this like good intentions. Yeah, um, you know you have that new leadership coming in that says, hey, I want things to be different, like I don't want to run this place the same way that my, my grandpa or my grandma or my aunt or uncle did. You know, I want to come in and and and write the ship all the things that I've seen over the years that I think they should have been doing differently. I'm going to come in and do them. But you know it's really hard to separate yourself from. Maybe you know uncle Bob and me, sally, just also just haven't like clicked.
Speaker 2:And so are we coming in and changing things up just for the sake of changing them up or are we changing them because they truly needed to be changed? Um, so, again, that neutral third party, you know, and that's what we do, that is one of the things that is really fundamental to our company culture is we are not in the business of just telling a business owner what they want to hear. To get a client, you know we want, we're going to tell you the way that we see it. We're going to do it professionally, you know, and kindly with grace, but you know, and kindly um grace, but you know, we're going to tell you, tell you the truth and what the data shows. I mean, you know we also, you know there are a lot of just kind of intrinsic gut um opinions, but we also are very data driven, um, when it's appropriate and when that data is there.
Speaker 1:Yeah, and we have that in common for sure, cause you know, I'm not afraid to tell you what's up.
Speaker 2:I love that and that has been very helpful for us.
Speaker 1:You're like should I spend money on this? Absolutely not. That is a no. No one's going to want that. Thank you very much. I really enjoy kind of the savings. Oh, I mean I. If that's the case, then we should definitely talk more. I just found a new way to make money. Thank you so much for that. All right, well, I've really enjoyed getting to know Flexion Point a lot better.
Speaker 1:And, to all of my listeners, if you need that fractional service coming into your business, helping you, organizing your processes, really filling those high level roles, without you know we talked about the payroll and stuff you can find them at Flexion Point. That's F-L-E-X-I-O-N, p-o-i-n-t. So Flexion Point. They're on LinkedIn, very active on there right now. I'm sure they will be soon on Facebook and Instagram eventually, but LinkedIn, they have some really good content. Not like tooting my own horn or anything, but they have some great content out there that really educates you about what they do. And whenever you call, definitely talk to Bailey. She's really cool. She'll definitely educate you some more about them and how they can help your business.
Speaker 2:So thanks so much for being on today, Bailey. Also, just like we are really casual, Like again, our primary goal is to just build relationships. So you know, if you're curious about what we do, like we'll take you to a happy hour, we'll take you to lunch, um, no commitment, um free consultations, all that kind of stuff, and at the end of the day, if it's not a fit, then hopefully we've just made a good, a good business connection there too.
Speaker 1:Well, thanks so much, bailey. It's been really fun today. Thanks, shelby, I appreciate it. All right, guys, I will talk to you next week. Bye.