Brian R. Johnson has served as a leader in online advertising and conversion rate strategy for nearly two decades. He had been offering professional training courses in the Amazon ad space for years before opening his own agency with his partner. Now, Canopy Management is an eight-figure agency and the leading A-to-Z, full service Amazon agency. He joins the podcast to talk about how he built his platform and community before being an agency owner, how he learned the importance of documenting processes and giving new team members access to them from day one, and how he encourages everyone in the team to build each other up.

3 Golden Nuggets

Building a platform. Many agency owners start their business by offering training courses, advising others on how to solve problems in their niche. This was the case for Brian, who admits he has trained some of his biggest competitors, but also says that this is what helped his agency grow quickly in the first year. People already knew him and wanted to work with him, either as clients or as employees because he had spent years building up a reputation and a community.
Learn to get out of your own way. Agency owners can get in the mindset that they can do everything. In reality, you are crippling your team if they don’t have access to a documented process. It’s no good to the agency or the team if you only have it in your head. You need to document it and you’ll be surprised to see how the team can then take that and improve it.
Encourage your team to build each other up. Our guest recommends doing “daily huddles” to build a more united team. These are 10-minute daily minutes where he will ask “who had a win yesterday?” “What are some problems that we should all be aware of?” And “who got caught being awesome?” This way, he encourages the team to celebrate their own wins and highlight their teammates' successes. It is a highlight of the week at this agency.

Sponsors and Resources

Agency Dad: Today's episode is sponsored by Agency Dad. Agency Dad is an accounting solution focused on helping marketing agencies make better decisions based on their financials. Check out agencydad.money/freeaudit to get a phone call with Nate to assess your agency's financial needs and how he can help you.

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Create a Platform and Build an Eight-Figure Agency

Jason: [00:00:00] What's up everybody? Jason Swenk here. And I have an amazing episode with Brian who runs an eight-figure agency. Um, and we're going to talk about what it's like to run operations for an eight-figure agency. Cause I know a lot of you are trying to get to the summit to get to that next level. And so we're going to dive into this in this episode, so let's get into it.

Hey, Brian, welcome to the show.

Brian: [00:00:30] Thanks for having me.

Jason: [00:00:31] Yeah, man. I'm excited to have you on. So, uh, tell us briefly who you are and what do you guys do?

Brian: [00:00:37] Of course. So my name is Brian R. Johnson. I throw that in there cause there's a lot of Brian Johnson's out in the world. So, um, yeah, Brian Johnson out of, uh, based here in Austin, Texas.

I am currently traveling on the West Coast with my family. So I am in the Amazon space, uh, running an agency, actually co-running an agency, uh, that handles, um, multimillion-dollar sellers brands that are brick and mortar brands, as well as, uh, sellers who sell on the Amazon sales channel. And so we handle all their advertising and, uh, quite a bit of their marketing that goes into moving more product for them. So, that's kind of the short version of what I do.

Jason: [00:01:24] That's awesome. And so why would you partner with someone else named Brian? It’s got to be so confusing. That's the first question I got for you.

Brian: [00:01:34] Yeah. He actually recruited me. Because he tracked me down because I happened to be, um, I was the subject matter expert in, in my subject, you know, in the advertising space, within Amazon. You know, the niche within the niche, right?

And, um, he tracked me down a number of years ago and hired me to consult for his own account. And he says, okay, you obviously know a lot more than you think you do. I want to partner with you and work on… We originally came out with, cause I had already created like a community and… software. He’s like okay, next thing you need to do is produce, you know, a professional training course.

We did that. And that eventually evolved into the agency because everyone said you guys obviously know what you're doing. You've got a huge success record. Just do it for me. It's like, okay. Obviously that, you know, that kind of begs the need for the agency level of service, which is, as you already know, a huge learning curve by itself.

Jason: [00:02:35] Yeah. Well, I love how you guys, I didn't know, um, how you got your start that way. And that's actually a really good… Thinking about a lot of other agencies in the mastermind and people I've worked with. Some of the most successful ones have actually started from a training course. People like want to know how to do something and then they're like, just do it for me. And then it just kind of takes off.

Brian: [00:02:59] Well, I got to tell you just that, the… I've created a lot of my own competitors.

Jason: [00:03:04] Of course. Me too!

Brian: [00:03:06] Because of my training. You know, but I mean, that's just kind of a by-product of, you know, just, just giving to the community and just, you know, sticking your neck out there. And just saying, look, here's, here's what people need to know. If that creates competition, so be it.

Jason: [00:03:19] Well, and the thing people have to realize. And it took me… Man, and sometimes I still try to figure it out, right? Like, literally people, you can put out everything that you're doing, but it will never be the same as you. Because we're all unique. We all have our own personalities and we're constantly, always, I know I am, I'm always thinking of new stuff.

So even if you copied my old stuff, I'm like, oh crap. That stuff was two years ago. Like…

Brian: [00:03:48] Exactly, exactly. Yeah, you got to keep moving. You got to keep innovating. That's something where I've done that before. I did that in the software side, where if I didn't innovate within six months, everybody caught up to me.

I was like, oh there, hold on, you know, they're there, they're all your tail lights, you know, constantly. And so if you're not continually moving, continually innovating, then you're gonna get past.

Jason: [00:04:10] So let's talk a little bit about the operations, right? So an operations of a bigger agency. You know, let's talk about kind of the structure that you guys have, uh, within the agency. Because, you know, a lot of people listening, you know, some people, or most people trying to crack the eight-figure mark, some people are just trying to crack the million-dollar mark as well, right?

So, talk about the different stages that you guys have gone through on an operations front. Because usually most people I bring on, they're always kind of the, the ones doing sales and marketing and that kind of stuff. So I'd love to get your perspective on the ops.

Brian: [00:04:48] So, yeah, so, so, um, the, the relationship that my partner and I had was that he was the sales and marketing guy, right?

He had all the Russell Brunson experience and all the funnels and the, you know, the, the two commas and all that kind of stuff, right? And he, he obviously had that side of it. I had the technical knowledge. I was a subject matter expert. And so, we kind of blended those two together. Now, just because you've got sales and marketing and you've got expertise, you know, you can fill the roles. Doesn't mean you can execute on those roles.

People need to recognize that as like, you need to recognize when you need to step out of your own way. Because you might be holding the company back because you think you can do everything. Which is, in my opinion, foolish. But I know only know that because of hindsight, not because I didn't think the same thing when I was there.

Um, and so certainly the first year, um, it was, it was pretty easy because of the reputation I had built up over the years. It was, it was pretty easy, actually, from the sales and marketing standpoint. We just had to let people know that, hey, we were available and we, you know, got out there. That's not a common challenge I think among a lot of agency owners who are like, I have this expertise, but nobody knows who I am.

Because they didn't spend years and years and years, um, to become an overnight success. Um, they didn't, they didn't put in the time in order to build up a reputation and a community and an audience and those kinds of things to then translate that into, okay, here, here are my leads.

So the part that was the easy part was like we had, we had new clients that were coming in. The problem we had was we didn't have everything pulled out of my head as far as the processes. As far as like here's the checklist, here's how somebody, I can hand it off to a team of people. Um, and they can just execute and they can execute consistently, okay?

So is that consistent execution of a laid out plan wasn't there. And so we constantly, we stumbled. We, you know, we hit our face on the wall, you know what I mean, whatever analogy you want to use on this. It was a, it was a struggle. Caused a lot of pain. It caused a lot of tension between my partner and I, and so, um…

Well, I recognize that like, first of all, I had to get some kind of documentation. I was trying to, you know… In my head, I had, okay, I can solve a hundred percent of all problems on Amazon when it comes to advertising. But really what the agency team needed was, you need, they need like 50% of that, Brian. You need to get that documented. And you're the only one who has that knowledge.

And so once I got that first, first iteration, I guess, of the, the process, the documentation, the checklist out, then they looked at it and say, well, can we do it this way better? It's like, then they start innovating on their own because now they have control and you kind of like… You know, for me, I had to let go of the, the, I guess the feeling that, that I wanted to say, no, no, no, we can do all these other things.

And it wasn't until we acquired another agency, brought in somebody who had a lot more experience on the operation side and said, okay, we're going to actually have you do run operations.

That's when we made a huge shift between, uh, between here's all of the knowledge that we can do. Here's all the things we could do, versus here's all the things we need to do in order to run profitably as an agency and consistently as an agency, because that's what our clients expect of us.

Jason: [00:08:26] Yeah. You know, I see so many times, you know, people for the longest time they go in, like, I'm glad you explained it and be like, look, I can just do it. Like I can solve anything, just give it to me.

And you pull it back from people. And you're really crippling them. Like you're giving like huge crutch that if you take away, they're screwed. But I love how you put it and go if I could just get them 50% there. It's kind of what I call like, and also learn, I'm not delegating tasks, I'm delegating outcomes.

And like when you learn that, that is so freeing, because I love the story that you were like, hey, I gave him 50% and then they were like, well, let me innovate on top of this to make it better. And then the, and then how much pressure did that take off your shoulders?

Brian: [00:09:13] Oh, it was good because, because I was in a state of, you know, full on just overwhelm. You know, where you wake up and you're kind of like, you wake up panicked, like, oh, what do I need to do today? It's like, oh, you know, I mean, there was conversations where I had, um…

Jason: [00:09:26] Did you have a full head of hair like me before?

Brian: [00:09:34] Yes. Yeah, unfortunately, that was, uh, yeah. That, that was gone long time ago.

Yeah, the um… Yeah, it caused a lot of stress, uh, for sure. Um, you know, of course that kind of stuff always translates back to your family. Sometimes as entrepreneurs, we don't even recognize that. And we, we do need to, uh, because it creates it, echo creates an echo stress and echo attention from your family.

And that's exactly not what any of us want, but I think it's a by-product of trying to take on too much, trying to not hand the reins off. Mostly because I had enough ego there, I was like, well, I'm the one who knows all these things. And what it took me… it probably took me a good year and a half before it finally sunk in. Like that long. Is we don't need your a hundred percent of knowledge, Brian. We need your 50% of what's executable.

You know, and consistently and applies to everybody, not, not all these fringe examples of, uh, here's an exception, here's the advanced tactic and all this kind of stuff. It's like, that's all great and everything. We'll pull you in when we need, we need that. But to run the agency, you got to get that you got it's Pareto, it's even 20%, you know, of that. You know, is what we need in order to, uh, have a functioning agency that doesn't just burn through clients and staff.

Jason: [00:11:03] So what was the, what was the mindset shift? Because I remember when I transitioned from an owner to, you know, the CEO, there was a huge… Like for a while, I was depressed. Because I was like, all right, I'm not needed anymore. Like, um… And I did have an ego back then. Uh, and I was like, no, I know more than everybody, which is the dumbest thing.

Like, literally, after I learned what I learned, I was like, man, I want to be the dumbest person in the room.

Brian: [00:11:38] Yeah. Well, and we think that we, it was like, oh, well, I'm so clever. I'm going to hire people smarter than me. But ultimately if you're the one who came in with the knowledge came in with the experience, the tendency, uh, certainly I experienced the same thing as, as you and many others, is we still have a certain amount of control.

We're just like, I'm not a controlling, well, yeah, you kind of are, you know, when it comes down to it because this is your baby. This is your, your, your expertise. And if somebody comes in or a team comes in and says, hey, we could execute on this better than what you taught us, you’re kind of like wait, what that's not possible, you know?

And it's like, it took me the first two years to finally step back. When I finally actually stepped back and said, okay, I'm going to completely let go of… Like, one of the things I did recently, um, late last year is I completely stepped away from the software that I had invented years ago for this space.

And that was extremely difficult because that was my baby, you know? Um, and so while I still have plenty of value to the team and to clients and to, you know, audience. As far as, hey, here's the latest tactic than, you know, the, the advanced tactic, here's the exception. You know, also I can step in and do coaching at that point.

But I am not the thought leader within the, I might be a thought leader within the community, but I'm not necessarily a thought leader within the agency. And that's exactly what we should get to. Because if you're that one person that gets hit by a bus and the whole agency fails, that's your fault. That is your fault because you let it happen.

And at this point, like I could disappear and honestly this agency will continue to grow and succeed. Because of the teams that we have in place because of the knowledge base that we have in place. Um, and the pool of experience and the, and the level of collaboration within the, the culture of our, of our agency is very important.

Jason: [00:13:44] As an agency owner, it's hard to know when you have to make those big decisions. And I remember needing advice for thinking like hiring or firing or reinvesting and, you know, when can I take distributions without hurting the agency? You know, we're excellent marketers. But when it comes to agency finances like bookkeeping, forecasting, or really organizing, you know, our financial data, most of us are really kind of a little lost.

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Well, you mentioned something important there too. You, your role really kind of shifted to from, uh, you know, coaching and, and really kind of coaching the team. And then as, as I found that we stepped into that, well, now you're not as emotionally attached to a lot of the decisions that they may have. Where then you can actually help them out a lot more.

Whether, you know, being from when you were coding, I used to be the world's worst coder, just cause I outsourced everything in college, right? So, but, but that's why I could lead development teams because I wasn't emotionally attached because I didn't care about the syntax. Like literally I was like, I just understand the logic that needs to happen.

Brian: [00:16:19] You could design it. You saw, you saw the direction it needed to go, but it's like, yeah. Don't make the code, because I'm just going to slow you down.

Jason: [00:16:26] Oh yeah. I'm like, there was no semi-colon there. Like I used to have people sitting over my shoulder and be like…They would yell at me. I'm like, yeah. I'm like, I don't give a shit about your stupid semicolon. You hire some joker that wants to put the damn semi-colon there.

I don't give a shit. I would get so mad. And that's when I, you know, we voluntarily, uh, or maybe forced out Arthur Anderson, uh, to start this. So, but, uh, all good. What…? On let's, let's switch to kind of the team, like a building a team around you, right?

You talked about, uh, going through a lot of people, right? Probably because you were maxing them out. Um, and we talked about, you know, that 50%. What other things did you do and what type of people… Was there a different type of people that you look for as well?

Brian: [00:17:21] Well, so the, the. And initially it wasn't a case of like, we had a lot of, uh, we, it wasn't like we had a lot of turnover as far as our staff, we had a lot of people who were stuck with us for a long time.

It was more a case of, you know, the client turnover and that creates stress, you know? Um, but ultimately there was a couple of things. One is, again, the training that I put out there trained not only some competitors, but also some of my best employees as well.

You know, and so they had started their own practice where they applied it to their own business. And so they already knew of me. So when they saw that we were hiring… that seems even better because now I can actually get in with the team that I have respect for. And that's the best way to interview.

You're not going to tell. Yeah. You know, it's like, you know, they could be. You know, they could be a fan of whatever, you know, we've, we've taught in the past or whatever, but really it's like, what, at what value can you add? What experience do you have coming in?

Um, and we continue to get that to, to the, you know, to this day. We have people that we have to turn away and say, okay, get a little bit more experienced before you come in. Because our bar is pretty high.

But that also helps us to hire smarter people than us. You know, people who have got their own ideas of their own experience executing on, uh, on my training and saying, hey, I'm going to do something a little different. That’s totally cool you know, they don't have to conform to everything because I want them to contribute to a growing innovating team, a team and culture.

Rather than, you know, cause otherwise I would just hire a bunch of, you know, VAs that were task-based out of the Philippines or something. And then just say like, okay, they're going to do it, but I have to manage each and every one of them.

I don't need that. I don't want that. Don't want to have to manage every single person. I want to have people who manage their own teams. And within that team, they've got a culture of collaboration and support and innovation and they get the job done and then they, then, then we celebrate their success every single day, every single week.

They charge themselves, you know, I don't need to be constantly propping them up. That is a drain on me. And that's something that, you know, once we have, um, I'm not sure what, what our, uh, what our total headcount is at the moment. I want to say it's probably north of 60, probably. Um, but you know, it started out where we were just hiring people who were specialized in here's the service. Here's the first service we provide and we started building out teams like that.

Um, and we had a very low employee-to-client ratio starting out. And part of that was like, oh, we're, you know, we're boutique. And, you know, we were very specialized and we're expensive and that kind of stuff.

That was all great and everything until you got to the point where like, okay, we can't grow. We can't scale because we can't find the people that we need because all these other competitors that we created or, or popped up in the environment, they're also out there recruiting, you know? And so then you start having a knowledge glut in your training, you know?

So that's when you have to really refine your training to make sure that each employee has access right from day one of the onboarding and they can shadow somebody and they can learn, how do we do things? Where do I get the information? So that they're not sitting around on their hands going, like, I don't know who to ask or where to go. You might as well just, just shoot them and send them out the door, you know? Cause they're gone if that's the case.

Jason: [00:20:43] Yeah. I'd love too that, and it sounds like you have your employees go through the ones that haven't started for. Like, I love how you recruit from the training course. That's brilliant. That's worked for a lot of my clients in the past. They were like, we just take the best. And we’re like, you want, you want to, like, you want to do this, but you don't want to do it on your own.

Like, we'll sell everything. So that's brilliant. But do you also, and I also like how you have, it's a training program for them to follow the process of going through it. Um, talk, lastly, let's talk about… What is the kind of the requirement for building bringing in people that will lead their own team? I think some people listening are struggling with that rather than going, like you were saying, hire in the Philippines.

Brian: [00:21:33] Right. Well, I mean, you know, we looked at, we look at other agencies not for their book of business, not for the clients or the revenue that they have, but the people they have. And so we, that's the acqui-hire model, you know, where you basically are looking for, like, what kind of talent do you have in your company that is worth us investing in or acquiring?

And so I think that was where I, one of the early best decisions we made. Is we picked up, um, an agency that, um… Like I said eventually became our director of operations and then eventually our COO. Um, you know, because the owner of that agency had so much, they weren't sales and marketing. They did it, but theirs, their, their, their best skillset, their best talent was everything has got to be a process.

It doesn't exist unless it's in a process. And then everything needs to be compared against what, how, what does that provide as far as a, a profit margin, you know, or a revenue per employee, and what's the efficiency of it. You've got to have somebody who looks at it from an engineering mindset like that. But can look at it along with the numbers, with the financing to say, this is correct. This is not correct. We need to change something here.

And constantly just be, um, the quite aggressive. You can't have somebody who's running operations. Who's a passive like, hey, I'm a team player. Like, is that? No, no, you need a driver. You need somebody who knows how to, like, how do we make this into a machine?

Um, let somebody else worry about sales and marketing and HR and, you know, whatever.

Jason: [00:23:11] Yeah, I love it. I love that you, uh, that they said, uh, or that you said, uh, it doesn't exist unless it's kind of written down. Like I remember one guest was saying, um, we didn't do it unless we communicated it several times to the client.

Right? It's kind of that same mentality. Uh, you know, I love it. Um, well, Brian, this has all been amazing. Is there anything I didn't ask you that you think would benefit the audience?

Brian: [00:23:38] You know, there was two things that we, I do. Yeah. There's, there's two things that we do with than our agency that, um, I think that give us an advantage.

One of them is, um, uh, what we call a daily huddle, which is basically like a, like, like a 10 to 15 minute call with all hands on a zoom call. We literally have everybody on a zoom call for like 10 minutes, 10, 15 minutes every morning. And we don't get into the business. We basically say like, Hey, who had a win yesterday?

You know, and people go around like half a dozen people will say, hey I had this win and that win and whatever. Um, and then we say, okay, are there any critical issues that everybody needs to know about? Nope. All right. Who got caught being awesome? You know, that's something I learned from, uh, from a CEO coach. You know, who got caught being awesome?

They shout each other out to build each other up and say, this person helped me help me succeed yesterday or last week, this week or something like that. And, uh, you know, every single time we do that, every single weekday. And we, we leave and we're charged up and people feel good and people look forward to the calls.

It's not a drag on them because they know it's like, hey, you know what? I might get shot out. Cause I did some awesome yesterday and I really helped somebody and I get a little kudos. You know, I get a little bump, you know, from, from the group. And everybody gets to see, you know, that there's a collaborative environment. Especially when you've got new people who come in and their first week and they see that. They're like, oh yeah, I landed in the right place.

And that, that, that turns out great.

Jason: [00:25:06] I love that. You know, I've never. You know, that's kind of what we do on our mastermind calls. And a lot of times what I'll do in my coaching calls, I'll always talk about what's your past wins since we last chatted? Because you have to, you know, a lot of times when the reaching out to a coach or they're coming to their meeting, they want to solve a problem.

And they're not in that resourceful stat. They're in that stress state. And when you switch it to something positive, it switches that state to make them more resourceful in order to figure it out. But also too, I love that. Who did, what was it? Who did something awesome for you?

Brian: [00:25:42] Who got, yeah. Who got being caught? Who, who got caught being awesome?

Jason: [00:25:46] That’s. Oh, I never thought about that. I'm so borrowing that.

Brian: [00:25:50] Yeah. We first do it. You know, when we first did it, it felt a little bit cheesy. But you know, we've done it for, uh, you know, at least two years now. It's like, it's expected. You know, and people love it. And on Friday, you know, we usually like try to bump it up and we'll play some funny videos like that. And just get people just excited, you know, like, hey, it's Friday and it's fun, you know?

So those kinds of things, um, are, are certainly great. Um, if we have time, I have a second one too, if you'd like.

Jason: [00:26:14] Go for it, man.

Brian: [00:26:17] So the second one is, um, I will go through and I will talk to, uh, employees that, you know, starting obviously with the people it's like, okay, I don't want to lose this person, right? I want to make sure that they are, you know, firing on all cylinders, pointing the same direction.

They're happy and they're, they're fired up to wake up each day and do the job. Um, but one of the, there's a couple of things that I'll ask and that is, you know, what is it, if that energizes you in a day? What tasks do you do each day that give you energy and it builds you up that you're happy about, you're excited about doing?

Now on the flip side of that, which ones drain your energy? Which ones do you try to avoid? That kind of stuff. Because there's somebody else on the team that is excited about the tasks that drain you. Shift some things to make sure that every single day you're going, there's going to be an awesome day.

This is cool. A lot of, a lot of times, as, as an agency owner, we want to, you know, we look at the money and we think it's like, oh, I need to give people, you know, bump a little bonus, you know, a little more money. It's like, no, reduce the drag on their life so that they're not drained. So they're happy, their family is happy. You know, they feel energized every single day.

And you can do that simply by saying, you know what? This particular thing is part of your job description. But if it's not right for you, if somebody else over here is excited about doing that, then let's move it over. And then every, then both of you are happy.

Jason: [00:27:45] Yeah. You know, I, I learned that lesson the hard way. I remember when I would bring in project managers, cause I originally used to manage projects, right? And I hated it. Like literally I didn't want to talk to a clients ever. And I'd go to him in the interview process. I'd be like, hey, you're going to sit in this job for about a year and a half. It's going to suck and then I'll move you up.

Well, what I realized was some project managers love repetition. And they love the same thing over and over again. And they're like, I just want to stay here. Like, why are you pushing me to the next…? Just be, and I portrayed, like I figured, like everyone's like me, like everybody wants to move up.

So I love that you go to them all the time. Like which one you get extreme, a lot of energy, kind of like looking on iPhone battery, right? Which one drains you, you know? Cause I do a… Coming up in the mastermind, I'm going to talk about like auditing your time and really getting rid of those, uh, things that just suck your energy. Because then if you have no energy going into a meeting, like, especially from the top, like, like don't you realize, like if you, if, if you come in and bad mood, your whole team… and it just propagates all the way down.

Brian: [00:29:03] It absolutely does. Yeah. I love the idea of time auditing. We've done that a few times and it's one of those things that needs to be done more often. You know, it feels like micromanagement. It's like, no, no, this is not for me. This is for you to know what you're doing. For you to recognize that you spend four hours every day doing something that is painful to you.

It's like, that's not correct. Don't continue to do that.

Jason: [00:29:27] We had a mastermind member that, uh, always would talk to their employees every week and going, they wouldn't ask the energy level, but they always said every time we chatted, hey, if you ever have anything that you do in the agency that puts you off that I guess they may be said, drains your energy.

Like, like, like literally come to me and we'll solve it right away. Because what happens a lot of times with your team, if they're constantly that way, and they don't feel that they can come to you. And you're not constantly saying that, they're going to go get another job. And then if you're trying to save them, it's already too late.

Brian: [00:30:05] Yeah. Well, yeah, you could broadcast that out and just say, hey for everybody, um, that's probably a good idea, but ultimately it's the one-on-one conversations is where you get people, to be honest. You know, and they're like going well, there's this one thing, you know, maybe, you know, since nobody else is listening.

I'm not going to come to you as I, you you've got an open door policy, but, um, you know, like I still don't feel comfort. I feel, I still feel like you're up on a pedestal somewhere. It's like, no, I don't want to be on a pedestal. I want you to hear as they come to me, but they don't. So go to them.

Jason: [00:30:38] Yeah. I love it. Awesome. This has all been amazing.

Um, where can, uh, what's the website people go check out the agency and maybe even check out the training too?

Brian: [00:30:48] Yeah. Well, so the, uh, focus on the agency I guess, is, um, you know, it's canopymanagement.com. We do focus in on the, uh, the Amazon space, but love to see how, you know, you know, if you kind of want to see as far as like how we lay out, how we present our team and you know, our success stories and that kind of stuff.

It's a good little format that we're using that works for us. Uh, yeah. That's canopymanagement.com.

Jason: [00:31:13] Awesome. Well, thanks so much for coming on the show. That was a lot of fun and I learned a lot as well as all of you. So make sure you guys subscribe to the podcast, leave a comment. And if you guys want to be surrounded by amazing agency owners on a consistent basis, I would love for you guys to go check out the Digital Agency Elite.

This is the mastermind that we put together. Put the most amazing agencies together that are sharing what's working for them right now. And then be able to see the things that you might not be able to see, um, in your, uh, in your trajectory. So until next time, have a Swenk day.

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