Sunday, April 30, 2017

Sunday, April 23, 2017

Sparkmag: Bill Cates Presenting at Next Weeks BBG Gala Brea...

 Bill Cates Presenting at Next Weeks BBG Gala Brea...: We are delighted to host Bill Cates at our BBG Gala Breakfast Forum's in Sydney, Melbourne and Brisbane next Week. There are only a...

Thursday, April 13, 2017

Is AI good or bad for business and jobs?


I’ve been asked many times recently to comment on how the rise of AI will impact the jobs and the economy, particularly in customer service and contact centers. I’ve seen wildly differing forecasts, from the dire predictions of Elon Musk to the optimistic predictions of Accenture. According to Forrester’s recently released ‘The Future of Jobs’ report, robots will take 24.7 million jobs by 2027, but create 14.9 million new jobs in the same period. There is no doubt that AI will impact jobs globally more than any other technology in our lifetime. The key question is “what should we do about it?”

The answers depend on your point of view and whether you’re a government leader, a business leader or a worker thinking about your own future. Should we tax robots, as Bill Gates suggests? Should we adopt universal basic income as Musk suggests? “Ultimately,” said Musk, “I think there will need to be some sort of improved symbiosis with digital superintelligence, but that’s a pretty involved discussion.”

There are huge societal questions that I won’t attempt to answer here. Instead, I tend to approach the topic of AI and jobs in the same way that I approach the question “how do you eat an elephant?” (Answer: one bite at a time). There are several near-term challenges and opportunities for businesses, and the best thing that business leaders can do is understand what those are.

While some see a bleak future, I see a future where AI and machine learning will create new categories of work, and amplify human intelligence. Computers bring incredible processing power and memory, and can mine vast amounts of information in a short period of time, while humans bring the emotional intelligence and problem-solving skills to handle unexpected or uncommon situations. In the next few years, I see AI becoming integral to the productivity of the workforce. 

Understand and embrace the changes

As leaders think about how AI will impact their businesses in the next few years, there are several key questions they should consider:

  1. How can AI (specifically chatbots) reduce labor costs and improve customer experience? 
  2. What can businesses do to reduce the risk of automation on the workforce?
  3. What new jobs can be created because of automation?
  4. What are the macro-economic global ramifications of further automation?

One of the most obvious areas that AI will impact jobs in the next few years is in customer service and sales, especially in the contact center. Chatbots have the potential to help businesses significantly cut labor costs, which increases profits, but has a human impact. Improvements in AI have enabled chatbots to create effective automated responses that helps businesses generate sales and boost consumer satisfaction. According to a study by Oracle, nearly 80 percent businesses have already implemented, or are planning to adopt, AI as a customer service solution by 2020. 

According to McKinsey, 29 percent of customer service 36 percent of sales representative positions in the US could be automated through chatbots and other tech. BI Intelligence estimates that equates to savings of $23 billion annually in customer service salaries, and $15 billion annually in sales salaries. 

Those are compelling numbers, and it’s clear why so many companies are exploring this. Because of advances in AI, businesses can use artificially intelligent chatbots as virtual agents that replicate the effectiveness of their best human agents. This has the potential to reduce customer frustration and wait times. 

However, it is essential to remember chatbots are still an outward facing extension of the brand, and even though they are not human, consumer expectations around their performance will be high. Moreover, a robot does not have the empathy to handle a frustrated customer, or the creativity to drum up a solution to a particularly unique issue. These uniquely human capabilities shouldn’t be underestimated – they’re essential to the workforce of the future, particularly the customer experience of the future. And if companies are incentivized to invest in the platform development and training to empower humans and machines to work together, automation can be less of a risk, and more an opportunity.

What should businesses think about?

  • Which types of jobs are most easily automated and what level of human involvement will be needed after you do so?
  • What kinds of jobs that are possible when a human has access to incredible processing power? Prepare to develop and train your employees for those jobs.
  • How do chatbots differ, and what are the requirements for business?
  • How can we design conversations using AI? Right now the focus is just on the call, and that’s where it ends. How can we re-think the experience across all touchpoints? 
  • How can we use AI to anticipate what the customer needs and do it on their behalf?

Bots have the power to create, not just destroy jobs. In the near future AI and chatbots will free human workers from many repetitive, mundane tasks. This will cost some jobs but it will also create new positions – some not even invented yet. (Think stables and blacksmiths vs. parking garages and mechanics a hundred years ago.) 

Let’s take a contact center today and consider how it might evolve for tomorrow. Today, there’s little distinction between someone designing conversations vs. handling customer queries, but in the near future, many of the routine activity that agents handle will go away. In the next few years, I believe that 80 percent of contact center operations will be automated. The other 20 percent will be highly paid customer service jobs, including agents with the capability to train machines to become smarter. The agent of future will be more educated, more sophisticated and apply principles of psychology to handle high-value, complex conversations with customers

This will have a greater impact on countries such as Colombia, Guatemala, India and the Philippines, which have a much higher population of contact center agents than the United States. I envision something similar to what happened in the 90s when all the maintenance work started moving there. Over time, those jobs transitioned into actual development, and now many of the largest software companies including Adobe and Microsoft create new products there. 

Automation will affect every industry, but the vital role of humans working behind the veil of AI should not be underestimated. The notion of fully autonomous AI is still a thing of fantasy for now. For the foreseeable future, businesses will need humans to teach machines to work smarter, and bridge the gap where AI falls short – particularly when it comes to the complexities of human emotion.  Human labor remains a key component of the AI loop, and as we’ve seen with just about every other major technological advancement, some jobs will be lost but many more will be created to fit this new reality. 

Wednesday, April 12, 2017

Bob Pritchard on Customer Service

We work with companies around the world to help them produce awesome customer service. Most companies are not only not awesome, they are pathetic.
There are two aspects to customer care, one is providing awesome service and the second is to ‘add value’ to every interaction with the customer.  The key to the provision of exceptional service lies in the quality of your company’s people management.
A recent 10-year study by Sheffield University in England demonstrated that people management is three times as important as research and development in improving productivity and profitability, and six times more important than business strategy.
For successful management, a high EQ, (a measure of self-awareness, self-control, motivational ability, empathy and social skills) was more than twice as important as intellectual skills.  These skills are also essential to creating a customer centric culture in a business.
The first step in developing an excellent customer service culture is to hire the right people.  Many businesses believe the only people that need to have great customer skills are those on the front line.  However, it is often surprising how many of your team actually deals with customers.  Take our business as an example:
Our clients not only speak with me, they also speak with a number of other people in the company throughout the course of a project.  These include receptionists, researchers, graphics people and so on.  All members of our team, irrespective of their role, must project the same enthusiasm for the client that I do.  And they do, because that is part of our company culture.  If you look at your own business, you may be surprised at how many of your team come in contact with the customer.  Do they all share your customer values?  If not, your business is at risk.
One of the reasons has achieved exceptional brand equity is because it has empowered its customer service representatives to do anything to satisfy the customer.  They can even buy books at the corner bookstore to satisfy a customer!
One of my favorite sayings is that “ it is easier to change people, than it is to change people.”  Don’t employ your team on hard skills, qualifications and experience; hire them for their smile, customer skills and attitude.  You can teach technical skills.  If you have to teach people to smile and be nice to internal and external customers, you have chosen the wrong people.  Hire people who like people, people who are empathetic. 
The best customer service is delivered by people who see things as the customer sees it, not how the company sees it.
There are two types of customers in any organization, internal and external.  It is important to remember that to maintain a highly cohesive and motivated work force, exceptional service is as important with internal customers it is with external ones. Coupled with a good environment and a shared vision, great internal customer relations in turn influences external customers.  If any of your personnel do not have a great service attitude, replace them before the cancer spreads.
A customer centric company culture begins with leadershipIt is important to realize that developing great customer service in your organization is not as simple as holding a seminar and saying this is how it is done.  It is not about rote learning, it is not as simple as step 1. Smile, step 2.  “Would you like fries with that”?  Before you can begin training there must be a culture change. Training without culture change and a genuine example set by the executives will be met with cynicism and distrust.
The problem is that most people who go to a training session get hyped for a short period and then immediately revert back to their old ways.  To be effective we must continue training and lead by example.
Employers need to set an example by doing whatever needs to be done. Effective leadership cannot be achieved by command or a thick rulebook, only by example and by building core values.  Where these values mirror that of the employees, you will enjoy success. 

Saturday, April 8, 2017

5 winning practices that helped Andy Fells achieve the career he wanted

 Andy Fells, General Manager of Westpac Premium Bank, shares his top tips for success . And this is the reason de Ete if Business Builders Group! 


Purpose, shadow, coach, learn, relationships 

  • Clarity of purpose

Sir Isaac Newton once said “All I have is clarity.’’ True success in life originates from your purpose or your ‘why’ . It excites, energises and inspires you to take consistent action. Having this clarity of purpose enables you to create goals centred on what really matters to you. The stronger your ‘why’ the more likely you are to overcome obstacles & setbacks and essentially keep moving forward towards the achievement of these goals. Write out & refine your goals, share them publicly (and as often as possible) and constantly revisit them. Clarity enables you to visualize more clearly and to see your ‘desired future state.’ Decide what you want, commit to it and then get going. You achieve nothing without action!

  • Notice your shadow

Leaders cast long shadows. Those shadows need to be positive, “can do” and (in most cases) customer driven. I believe we are role models for our business - we set the tone, the pace and the direction. With the right attitude anything is possible. A great leader can inspire others to take action and to strive to achieve new personal bests. Culture eats strategy for breakfast & lunch…so you need to set the direction, check understanding and then get out of the way. A vibrant, positive, successful culture is an empowering one. Be genuine and true to yourself.

  • Be a great coach

Be the wind beneath people’s wings and help them to soar to new heights. I was once taught that ‘the greatest gift you can give your people is your time.’ This matters. Work out the root cause of success and encourage people to use their strengths on a daily basis. Build confidence and self-belief by finding reasons to praise and celebrate and by catching people doing something right. Again personal bests create confidence as people are focused on their own continuous improvement. 

  • Always keep learning.

In this fast moving world, and we all need to stay relevant. Learning matters. Learn from the champions within your industry, your peers & colleagues and from the world’s best. Balance formal and informal learning. I regularly have ‘appointments with Mozart’ - which is my time for me. This gives me time to focus on my own development. Factor learning into your routines - I regularly listen to an audio download whilst on the Sydney ferry to work. As an aside, I start everyday by saying to myself “I have more than enough time” - this ensures I stay in my ideal performance state, I am relaxed but I also focus and prioritise around my goals, including my learning.

  • Invest in relationships

Relationships are the foundation of everything. My grandfather was an amazing man who taught me that you always do people a good turn. He started life working as a stable boy and then as a servant in a big country house. Service and relationships were ingrained within him. He treated everyone in the same way - gentle, kind and giving. He also passed on the old Indian proverb:

‘I had no shoes and complained, until I met a man with no feet.’

I  follow my grandfather’s example. I wake up everyday and say ‘today will be a fantastic day’. I look for the good in everyone and the opportunity in everything. I have a choice and I am determined to make the most of it.

Friday, March 31, 2017

Richard Carter Richard Carter ► Online Service Consulting: Social Media; Productivity Solutions; Event Promotion Services; Presentation Tools and More

Hashtags are now active on the desktop version of LinkedIn in Australia. (They've been active on the mobile version for a while.)

So what? It means you can now more easily find posts related to topics you're interested in. Rather than be confined to those selected for you by LinkedIn on the Home page (in my experience, normally a pretty poor selection).

Using hashtag searches (see below) transforms LinkedIn back into a relevant and very useful news source! 

Not using hashtags in your LinkedIn posts? A lot more people will now be finding LinkedIn posts via hashtags, it's time to start using them. And to create a hashtag strategy, if you don't already have one in place for other social media channels.*

How do you find pertinent posts using hashtags? The simplest way is to click on an interesting hashtag within a LinkedIn post.

Alternatively, you can enter a hashtag within the LinkedIn "Search" box in the top left hand corner of the Home page. Then select the "Posts" column. Hint: Enter multiple hashtags for more focused search results.

The search results provided do seem to be a little quirky in terms of their ordering. There must be some sort of filtering going on. But they do provide much more relevant information than you'll ever find on the Home page. Keyword searches are also available on LinkedIn but using hashtags will produce more precise results.

Enjoy this better quality information. Let me know how it works for you.

Richard A Carter - Business Connection Resources

*If you need any help in this area, I would of course be delighted to assist.

Wednesday, March 29, 2017

Linked in is more about the actors - not about the show!!


Emily Pappas, a spokeswoman forLinkedSuperPowers, a very popular , Social Media certified Likedin Profile Optimization Agency, says

Linkedin lies on the industrial side of the web, providing access to over four hundred million professionals . Its subject matter is ‘ strictly business’. Having started as an area of job seekers looking to upload their CVs, LinkedIn has developed into one of the most dynamic platforms for professional and corporate promotion. This is a platform encouraging business collaboration. The Linkedin Profile story telling is not so much about the product itself but more about its creators. It is more about shedding light on the cast of a performance than on the actual show. The LinkedIn Summary (for individuals) and the LinkedIn Company Page Description (for companies) brings the protagonists from the background onto center stage , making them known to those that really matter, in a business sense. Image has also crept into this largest network of professionals in the world which until lately was considered as more conventional. Visuals images, video and slideshow presentations are now common in the media section of your LinkedIn profile

Read Full Article on The Huffington Post

Saturday, March 25, 2017

A new model to start innovation


The start of innovation is described by Wikipedia as the messy getting started period of a new product development process. It is in the front end where the organization formulates a concept of the product or service to be developed and decides whether or not to invest resources in the further development of an idea [i]. The ‘front end’ is the informal start of innovation and defined as “fuzzy” by many due to its lack of process and structure. Prof. Dr. Cornelius Herstatt and Birgit Verworn state on this: “Within the innovation process, we believe, the early phases (“fuzzy front end”) to have the highest impact on the whole process and the result, since it will influence the design and total costs of the innovation extremely. However, the “Fuzzy Front End” is unfortunately the least well-structured part of the innovation process, both in theory and in practice.” [ii]

15 obstacles are hindering innovation at its start

As speaker on innovation I have been traveling around the world meeting innovators, managers and CEOs in different cultures: from Canada to Cape Town; and from Turkey to Tokyo. I start my workshops asking them the direct question, “What are your main struggles at the start of innovation?” From all these workshops I identified fifteen obstacles which may block you during the fuzzy front end along the path towards a successful new business case:

  1. Unclear strategy
  2. No priority for innovation
  3. No market need
  4. No insights or inspiration
  5. No time
  6. Lack of resources
  7. No internal support 
  8. Politics
  9. Insufficient skills
  10. Fear of failure
  11. No fit
  12. Too slow
  13. Not feasible
  14. No business model
  15. Not original


Innovation starts with an idea, a technology, a problem or a business issue

Now we nailed all the problems at the fuzzy front end, let’s work on the solution to unfuzzy it. The way innovation starts is diverse. There are four common patterns how you start innovation.

  1. You start innovation with a idea, like Brian Chesky and Joe Gebbia of AIRBNB. When a major design conference came to town in 2007, they saw an opportunity to earn some extra cash by renting out their spare floor space. In no time they had put together a website advertising lodging for overnight guests which they called “Airbed and Breakfast”.
  2. You start innovation triggered by technology, like Google X research lab, which explores new technologies beyond Google’s core business, with for example their Google Glass experiment.
  3. You start innovation to solve a problem, like two students in Sweden, Anna Haupt and Terese Alstin. The prospect of being forced by law to wear a bicycle helmet caused them great concern, as they wouldn’t “be caught dead wearing a polystyrene helmet.” They started developing a bicycle helmet that people would be happy to wear.
  4. You start innovation because your business needs to innovate, like toy-producer LEGO when in 1998 they generated their first loss in the company’s history. In response to this crisis, the company announced the lay-offs of 1,000 employees and put innovation on their agenda.
The front end of innovation ends with a well-founded new business case

I learned that to convince the management of an organization or (in)formal investors to let your innovative idea enter the formal development process and give you the resources needed, you must bring to the table a well-founded convincing new business case. Now the crucial word in the last sentence is ‘convincing’. This means you really must know your stuff. In the boardroom your idea will be evaluated from at least four perspectives:

  • The customer: will they buy it?
  • The technology: can we deliver it?
  • The business model: will it pay off?
  • The risk: What if it's a failure? What if it's huge success?

The board will demand tangible proof before making a decision. That makes the front end of innovation so challenging and intensive. In practice it will take at least ten activities to take you to this desired outcome in a structured way. 

 10 essential activities to unfuzzy your front end

  1. Ideate: Generating and choosing original relevant ideas for a product, service, process or experience.
  2. Focus: Defining your innovation center-of-interest including all the boundary conditions.
  3. Check Fit: Checking if your idea, technology, customer issue or business challenge fits your personal and corporate priorities.
  4. Create Conditions: Organizing the right moment, the right team, the right pace and the right funding for your innovation initiative.
  5. Discover: Discovering trends, markets, technologies and customer insights.
  6. Create Business Model: Creating a viable business model.
  7. Select Technology: Identifying and selecting the right technology to deliver your new product, service, process or experience.
  8. Check Freedom to Operate: Checking if you do not infringe intellectual property rights of others.
  9. Experiment: Carrying out a systematic research or test which validates the adoption and attractiveness of your new product, service, process or experience.
  10. Create New Business Case: Creating a well-founded convincing business case for your new product, service, process or experience.
Pick the Right Route and Stay flexible

In ‘The Innovation Maze’, you find both the 15 obstacles and the 10 activities essential for the start of innovation. The maze has four entry points.

  1. Idea – A rough business idea or a great business opportunity
  2. Technology – A new technology that sparks innovation
  3. Customer problem – A problem or a pain point
  4. Business challenge – An external or internal change that jeopardizes the future of the business

Each of the four innovation routes contains all ten activities. The great news is that whether you start with an idea, a technology, a customer issue or a business challenge you can use the same activities and the same tools. The order in which the ten activities are undertaken depends on how you start innovation. Be aware that doing things in the right order has a huge impact on the effectiveness.

Here's an example of the Idea Route:


You can download a free pdf of all the 4 four routes. Wishing you lots of success navigating the innovation maze.

Do you like this post? Then, check out Gijs van Wulfen's new innovation bestseller at: Amazon UK or Amazon US.

Are you looking for an inspiring innovation speaker? Check out the movies and reviews at To read more from Gijs on LinkedIn, please click the FOLLOW button above or below. 


[ii] Prof. Dr. Cornelius Herstatt, Dipl.-Ing. Birgit Verworn, August 2001,

Thursday, March 23, 2017

Social selling

The #1 problem in 2017 for sales people across the globe is lack of sales pipeline... yet that's a symptom rather than a root-cause. 

The real problem is an aversion to high levels of the right combinations of intelligent activities that are required for sales success. 'Pick up the bloody phone' after you've done quick pragmatic research. Call their cell phone, leave them message, send them a text and then follow-up with e-mail and inmail.... bang, bang, bang, bang, bang. 2 minutes and all done. Move on to the next person on your list... the list you created, ready to go, before you left work the day before.

Hit the phone in prime time, 7:45am to 8:45am before they are subsumed into endless meetings for the day. What will they think as alerts ding away in their pocket?

"Wow, this person is seriously determined" 

But make sure you have the right narrative. No-one is business is lonely and bored seeking a new friend. Nor are they wanting to hear about your stellar products, services or solutions. Every conversation must provide value for the other person. Focus on the outcomes you can help them achieve... lead to the value you offer rather than lead with a 'pitch' or value proposition. Have some humility in your approach yet peppered with passionate belief in the difference you can make.

"Sounds like they're worth talking to" 

Last week I was interviewed by my good friend Timothy Hughes in London and we discussed the fact that 'the rise of the silent sales floor' is a huge problem for sellers who are neglecting the importance of the phone. This topic will be the focus of a keynote session I am presenting at Salesforce World Tour in Sydney on March 21st.

Social selling on it's own does not deliver what is needed. Buyers are blinded by the white wall of outreach hitting their inbox. 

Unless you're selling low value commodities; then human-to-human (H2H) engagement is still critically important because...

People prefer to buy from those they know, like and trust, and the relationships you build are the strongest point of competitive differentiation 

Play the YouTube video below to watch this 30 minute conversation... the best 'social selling' advocates have swung back toward the 'social [voice] phone' as being an essential part of the digital arsenal.

To succeed in creating sales pipeline, and ultimately new successful customers, we must provide value in every conversation well in advance of any value being provided from our product, service or solutions. We must open a new relationship by providing value through insight, we then build trust over time by delivering with aligned values.

But what happens when we find a prospect but their timing is not right?

This is where technology and automation is so important. Sales people need to hand-off to marketing automation platforms that can lead-nurture with content that provides value to the buyer every step through their buying journey. Marketing automation is not just for 'web-to-lead' but is also essential for building long-term sales pipeline. The foundational element is incredibly difficult to create... content publishing.

Treasure those who can create high value content with which marketing teams can attract and nurture leads 

To keep your prospects 'swimming around the boat' every business needs a platform that brings marketing, sales, service, support and stakeholder engagement together. This is because Customer eXperience (CX) is the single biggest point of differentiation and the best start to create a 'great experience' as early in the buyer's journey as possible. I recently downloaded the new State of Sales report from the Salesforce website as part of my research for being a paid speaker at one of their events. I was called within hours and they did it well... no hard sell and simply wondering what my interest was in the report and if there was anything else they could help with. I am now in their sales and marketing database and being profiled for future contact as appropriat

The point  here is that everything must work together... sales and marketing... social and the phone... insight and value... old school and new school... humans and the machines. But for sales people who need to personally create sales pipeline MUST include the phone because the human voice is the most magical way to truly connect with the head and heart of the decision-making buyer.

I'll be speaking on all of this at Salesforce World Tour in Sydney on March 21st so register now to come and join the conversation and network with thousands of other sales professionals. Learn from real world case studies and the very best thought leaders from around the globe including Tiffani Bova.

If you valued this article, please hit the ‘like' button and also share via your Twitter, LinkedIn, Google+ and Facebook social media platforms. I encourage you to join the conversation or ask questions so feel free to add a comment on this post. Please follow my LinkedIn post page for all my articles. Visit me at if you're looking for a keynote speaker to wake-up and inspire your sales team. Go to for my sales methodologies that generate pipeline and manage complex opportunities. Main image from Flickr: Craig Sunter - Silenced!

Sunday, March 19, 2017

Sparkmag: Millionaires make Sydney 1st Choice

Sparkmag: Millionaires make Sydney 1st Choice:   23rd Feb 2017: Two years running OZ ranks No # 1 by Millionaires seeking a new home.  Last year  11,000 Millionaire Immigrants settled in ...


BBG is about collaboration.

Collaboration is a working practice whereby individuals work together to a common purpose to achieve business benefit.

Collaboration at the conceptual level, involves:
  • Awareness – We become part of a working entity with a shared purpose
  • Motivation – We drive to gain consensus in problem solving or development
  • Self-synchronization – We decide as individuals when things need to happen
  • Participation – We participate in collaboration and we expect others to participate
  • Mediation – We negotiate and we collaborate together and find a middle point
  • Reciprocity – We share and we expect sharing in return through reciprocity
  • Reflection – We think and we consider alternatives
  • Engagement – We proactively engage rather than wait and see

How To Create “Endless Chains” of Referralsi


What present do we really want from every client, customer or patient?
What must you strive to get from them to be a leader in your field with more business than you can handle.
It's a warm referral
Paul J. Meyer talks about  “The Endless Chain of Referrals.” Paul is a famously successful insurance company developer, who went on to create the Success Motivation Institute (SMI) who for decades have been a leading force in sales and success training and publishing.
Paul’s premise is that you never need to be without a good prospect as long as you have just one client who trusts you. Every client should beget another.
85% of our business are existing customers and 85% of our new clients comes from referrals
And there is one word that enables you to build an endless chain of referrals:- 
There is a risk in referring
When someone refers you business  and that referral client has an unsatisfactory experience, the referrer who brought him will hear about it. Endlessly.
There is risk in referring. Even a greater risk than there is in doing business with you.
It’s easier for a client to trust you enough to make a purchase from you, but it takes a higher level of trust in you for a client to refer someone to you through word of mouth. 
And yet an even higher level of trust for them to actually bring clients to you.
How many “endless chains” of referrals do you have?
How can you build trust with your clients and alliance partners ?
If you are seeking new clients,  “Where can I find clients?”  is the wrong question to ask. 
The right question is “How can I construct a business persona and life so that clients seek me out, with trust in place?”
Building chains of endless referrals brings you more and better clients to your door and helps you attract only those people who are interested in what you are selling requires trust .
If you do not have clients bringing you good clients, customers, or patients, a number of which repeatedly bring you new ones, and endless chains of referrals emanating from clients, you won’t like this, but you do not have their trust!
There’s something wrong. You are NOT creating enough trust to multiply those customers. 
What do you think you need to do to build trust with your customers and alliance partners?
  • Have you got the right clients? 
  • Have you got the right alliance partners? 
  • Have you built a persona a nd business that emanates trust? 
  • Do you have a coach, mentor, board of advisers to guide you along? 

If you believe that you have a business that can be built of trust, and you are interested to grow your business, feel free to contact me , and I will refer you to Geoff, Greg or Dan to either join a BBG Breakfast Forum, or partnerm with us to create one in your area.