Are you stuck working too many hours on low level tasks? Do you wish there was someone already trained and waiting to do this work for you? Make sure to check out this podcast episode with Barbara Turley, Founder & CEO of The Virtual Hub. She knows how to help small business owners confidently utilize virtual assistants to scale their business.
Josh Fonger: [00:00:00] Welcome to the Work the system podcast where we help entrepreneurs make more and work less using systems and I'm your host, Josh Fonger. And today we've have a special guest, Barbara Turley. Barbara is an investor, entrepreneur and founder and CEO of The Virtual Hub, a business she started by accident, exploded in the space of twelve months to become one of the leading companies that recruits, trains and manages virtual assistance for businesses. We need to free up time and energy so they can go to the next level with a strong focus on customized training and ongoing career development, Barbara ensures that her team is trained in cutting edge programs like HubSpot, Entreport and other ones to best meet the client's unique needs in digital marketing, social media, personal assistant services and initiative support. All right, Barbara, I'm very excited to have a chance to meet you and talk with you about the virtual assistant company because I myself am looking for one. So before we get into the details of how that happens, I want to tell us about virtual help and how you got started this business?
Barbara Turley: [00:01:02] Sure. Josh, thank you so much for having me on the show. And it's great to talk to a coach who's coaching clients actively on systemization and delegation. So that's one of the key things I talk about as well. So to give him a bit of backstory, it's quite an interesting story, actually. It is literally the most accidental business and probably the most successful one that I have ever done. And there's there's a lesson and not in itself. And I was in corporate for about 15 years. I worked in investment banking. I was an equity trader for 10 years. So I was in a very different world. You would sort of think running a people business like this, I would have a background in H.R. recruiting and headhunting. None of the above didn't even have a background in running teams, to be totally honest. I had always done roles that were very corporate running by myself and trading, then moved into asset management sales. So I did a sales role for about five years and then I got an opportunity. My first foray into entrepreneurship, I guess, was I always wanted to build my own company, but I just didn't know what or how to meet corporate or any of these things that many corporate people face. And I got an opportunity to join a group of people who were doing a management buyout during the big financial crisis of 2008. And essentially, look, I mean, I just hopped on the coattails of it, really. But I got a chance to become a shareholder in an asset management firm. And it was a buyout that a group of stage from Don Johnson management in Australia. And look, it was a bit of a shaky start from the beginning. And I spent five years there working there and I learned an incredible amount about how great companies get built. And today, I'm still part of that company. I'm just not I don't I'm not an employee there anymore. But in many ways and my appetite for looking at growing my own company. So I left that and I decided to I started doing some business coaching, which a lot of ex corporate do consulting. And over time I was coaching businesses from like a swim school to a legal firm, like very diverse businesses, even an online coach. And, you know, I had I had all brass sort of clients, but I noticed they were all pretty small and they all had the same problem regardless of what they were doing. And that was that they couldn't afford to hire staff. But if they didn't hire staff, they were never going to get out of that sort of crevice between startup and growth. Some of these businesses were already running 10 years like this and, you know, exhausted entrepreneurs, all the things that you were probably saying. And look, I had read Tim Ferriss as Four Hour Work Week like everybody else at the time. I had gotten myself a virtual assistant in the Philippines to help in my business. For me, it was a no brainer. So I started recruiting virtual assistants in the Philippines just to help clients out. I really wasn't actually a business at all. It was purely like, look, let me get you one of these and we'll free up your times and we can work more together. And what started to happen over time, actually pretty quickly, like a few weeks was I was getting more phone calls for can get me one of those VAs that I was for can be my business couch. So so I started thinking, I think there's a business in this. And I realized that that was the first iteration knowledge that people didn't have time to do it themselves. And then what came from that, honestly, it was a bit of a disaster in the beginning. I mean, I did a lot of sales, but all of them bar about two, I think failed miserably. And I realized that the real problem was that you can't just throw a body at the problem. Basically, you have to the people I was now recruiting for, I wasn't coaching them. So they didn't have a delegate. They didn't have systems in their business. And they thought that the panacea was to just get a cheap staff member offshore and never speak to them. Right. OK. So the business today, it's four and a half years old now. Now one hundred and fifty staff in the Philippines say it's grown quite dramatically. What we specialize heavily in training the clients on the way in not as deeply as you guys would do, but we do a little bit and we deeply train the virtual assistants on the other side. So our focus is not around just churning through like recruiting tons of the A's and getting clients and filling seats. It's about getting success and making sure that clients see a relationship successful on both sides. So the V.A. also has a dynamic career. And also, we want to see our clients grow and they typically start to grow their teams with us. So we have several clients now that have four or five, six team members within our business and they have off shored successfully large parts of their operations. So that's kind of where that's the quick and dirty version of the four and a half year experience where it started, yeah.
Josh Fonger: [00:05:55] Wow, that's amazing. Well, and I think you are totally right that you can't put a body at a problem. You actually have to be effective with the body you bring on board because there is a lot of variability in the person. So let's let's try to explore that a little while. So if you are going to bring on a virtual assistant and a lot of my clients, I recommend that they do what is the way to effectively do work with them collectively?
Barbara Turley: [00:06:19] Sure. So there's a couple of key things. So, number one, let's just pack go inside the whole recruitment, H.R. minefields, because that is a whole section all by itself. But if you're a small to medium, not even large businesses do this. But the reality is that you are going to waste time, energy and money like 100 percent guaranteed where waste, time, energy and money. If your business is not set up before or simultaneously to hiring someone and that goes for virtual assistants in the Philippines or an MBA, you know, graduate in the US who you think is just going to come in and somebody can come in and just take over your business, but then all the IP tends to sit with them and then you're kind of held ransom when they leave, you know, and they take all the IP with them. So the key to getting any of this right, and particularly with an offshore team of virtual assistance is you have to nail your. You have two systemize, your business. You have to have a good understanding of what tasks. Right. Right down to the task level within each little department, within your business, even if you're just a solopreneurs. Everyone has like marketing departments, sales, finance, ECT. And you got to be very clear on what it is. You're going to be dead. Robert, what needs to be done? What parts of it you're going to delegates? What parts of it do you absolutely need to do? And then the bits you're going to delegates, you need to develop a process for how that's done in your business, because otherwise you're expecting someone else to just walk in and know what it is that you want done. And that happens all the time. And then you need to train the person effectively and on board them effectively into your business. So there that's a kind of a very broad overview of the little segments that you need to think about before you go wild hiring V.A.. It's just otherwise you would waste money. A V.A can help you with us as long as you're clear that they're coming in to help you. But you are leading. You're not going to do it for you.
Josh Fonger: [00:08:19] Well, the following is a complicated situation, but it's a real one. So. So you're right. So for me, I want to grow my YouTube channel, the new channel. We just started putting this podcast up there. Essentially, no one even knows it exists. It's like brand new. So if I went to the V.A. and I personally don't have a process to grow the YouTube channel, do you have people who are trained in growing certain channels like that or just me that I couldn't figure out the process and then bring someone on? How would that?
Barbara Turley: [00:08:48] Yeah. That's a great question. So many, many. Ninety nine percent of businesses that they're trying to recruit V.A.s online have this same problem. They'll say, I want to grow my LinkedIn or it's very specific. And, you know, these know a lot about the platforms from the freelance ones online, but in terms of growing us like we have. And this is something I developed. Like I realized that clients don't have time. They don't have time or expertise to create these processes themselves. So how we help clients, I was shameless plug for the virtual hub, but we've built our own SOPs, process maps for specific things within the digital marketing space so that we get a client like you've never been to know a client's business inside out. So you started to kind of do it yourself. But we give you we're like, just take our process maps. If you don't have your own take ours and our V.A.s are trained on those processes. So let's go back to YouTube for a second. We basically got a team of master trainers and myself because I like doing this. But we take all the big trainings. So like we're where we're big into HubSpot Academy, digital marketer in the U.S. We use a lot of their trainings and we look at them and then we rebuilt those training programs for. V.A. specifically and turned them into SOPs. Because you can't just throw a training program like V.A. really, and expect them to turn it into a SOP. It's difficult. So we do a lot of the heavy lifting with that. And so let's watching the nature channel. We'll have to process for all of that. But you probably will explore advisable to either. You've got to have some sort of reporting back mechanism and. Sometimes it grow, sometimes it won't. Like you know with social media, you can follow the whole all the steps and you might get no traction because the content is rubbish. Sometimes people blame the V.A.. A really? I don't know why it's not working. Maybe. I don't know. You should take your pitch or something. So, yes, we can definitely help with the grunt work, but you have to kind of lead the process and understand the bit that you need to do. And you can, though. Here's a great strategy. It's called a high, low strategy. You can hire a consultant very minimal amount of time because you're gonna be doing all the work you can have the consultant just come in every now and then and you can say, like, what am I doing wrong? What are we doing wrong here? And they can do like an hour of time. You pay for that and then you're not paying someone huge fees to manage the whole thing for you. You can just hire a social media strategist for a bit of time per month. Maybe that's a great strategy because you get both them together. I was recommended and I don't forget these strategists are really important, too. You don't have to pay for all their time for them to implement.
Josh Fonger: [00:11:32] That's so interesting. It's breaking apart because you used to be where you had to have somebody who could do it all. The strategy, the project management and implementation. And now you can actually slice those pieces up. Our strategy. Couple hours of implementation. You yourself are an advantage and a lot more done.
Barbara Turley: [00:11:50] Absolutely. Yeah. Because these days, you know, you can pay agencies to do all this stuff. But you know, any small business, at the end of the day, it's about your bottom line and it is more expensive to do that way. Would you get faster results? And people argue you do. I'm not sure if you if you've got a good enough strategist and you'd have a strong enough process a V.A. can implement for you. And they do the implementation you're doing. But you've got to direct them. Someone's got to direct them. Yeah.
Josh Fonger: [00:12:15] Yeah.
Barbara Turley: [00:12:15] Hope that makes sense?
Josh Fonger: [00:12:17] No it makes a ton if sense. I guess that's what you've done is it's difficult to do and most people like it. Here's a V.A., good luck. Well, you've actually gone through it and done the hard work of processes, which I love. Which actually means that they're going to have something to follow and do for you, because that is the tough thing, is that owners, they want a result, but they don't necessarily know what the process is. So they can't affect anything and they don't know.
Barbara Turley: [00:12:41] That's where that's where we really specialize. It's kind of where we come in. But we still see issues, you know. So I've realized recently this high-low strategy is something I'm now looking at going, well, maybe, maybe we can provide that like as an extra service. We say, well, we also have a team of strategists that can step in and actually drive the strategy with you and your V.A.. We have not built that yet. But that's kind of my. I'm seeing that. That's the next problem. You know, as you know, like when you solve for one problem as a business owner, the next problem raises its ugly head. My God. No damn, we got to solve that one next. That's a real business, though. That's how you grow a great business.
Josh Fonger: [00:13:18] If you're solving, tell your problems and during the business because you are gonna need that help. That's very good. So. So let's say we get the typical business owner. What are some normal things that people really should be outsourcing? We use that kind of a YouTube example. What are some other things that a normal company really should be looking at for a V.A. to do?
Barbara Turley: [00:13:37] So the most simple things that let's just look at, basic idea. So in any business, there's things like creating invoices. So this small, little tedious things, even answering the phone like we've got loads of V.A.s that answer the phone for their clients from the Philippines. Their English and their English is perfect. They sound great on the phone. All of those things, the owners believe that it can't be done. I will say start with the simplest things. So, you know, even calendar management or managing some parts of your email. Now email, people think it's a simple thing to outsource. It's actually the hardest one. But you know, your customer support staff. We have a process for that. We can help, but that's really lower and kind of easy to do stuff. This is great. But let's look at the digital end as well. Lots of clients we deal with are doing podcasts and YouTube channels and all this sort of stuff. And as you know, the amount of work involved in getting a podcast is not just the recording. That's probably 20 percent of the job. The rest of it is all the stuff around that. I have a podcast, too. Shameless plug for the Virtual Success show. The only thing I do is show up record and drop in Dropbox and we have an entire process that happens thereafter, which everything gets done. Distribution. It gets repurposed. It gets split. I cross social media and our V.A. teams do that. So that's what they do, all the grunt work. But I leave that. I tell them, like, here's the process. We train them on it, you know, and then we kind of get them to report back to us and we go, OK. But it's not working. Let's change the process here. So in digital things like social media calendars. So creating and content to keep consistency across your social media. Now, these days, social media is moving very heavily towards video. And live, Facebook lives and stuff like that. But you can still supplement that stuff with repurposed content blogs, you know, other types of content that V.A. can gather for you and put together and get it item Hosweet or whatever it is, you use it. And blogging is the same. Let's say you've got a great writer. I don't recommend V.A write. They're not writers. Let's say you're a great writer or you have a great writer or you've got great video. Like what a V.A. can do is make sure that that looks beautiful on your website, has images attached, is reasonably optimized for SEO. Let's not they're not SEO experts, but they can make sure that the text of the image is all that sort of thing and they can get a video transcribed and turn it into a infographic. Couple of points. Things like that. So in the digital space, there's just so much to do that if you have the right processes, V.A.s can do so much more for you. Google Analytics reporting, you know, all these kinds of things. So.
Josh Fonger: [00:16:25] So. So I'm thinking of the average owner who says, listen, listen. And then they will never outsource before. So their concern would be, can I trust them? Are they going to destroy my Web site, my brand? Is there any kind of tracking or a way that you can protect people who are afraid to make that jump?
Barbara Turley: [00:16:42] Yeah, absolutely. So it is a very legitimate concern. So let's talk about the elephant in the room for a second. The online freelancer V.A. working from home somewhere in the Philippines who says they're working, but then you never see any output. They are never there when they're supposed to be there. You know, they build you for 10 hours work and there was about a half an hour done at all of that. Right. That's a real. That stuff happens all the time. I've had clients. And part of my struggle with the virtual hub building us was navigating a lot of those. I call that the management part. So they might have the skill, but how do you trust them? So at the virtual hub, obviously we've dealt with that because we're now completely office based. We are G D P R compliant, for example, which is the big data protection compliance stuff going on in Europe. And we make sure people show up on time. We've got time trackers, we've got team leaders and success coaches watching what's actually happening and we're coaching overtime. So we're not policing people. We're actually recruiting great people that are really enthusiastic about what it is we do. But let's look at the other end of the spectrum. Let's say that you are hiring someone Upwork. Honestly, I recommend I mean, people don't like this, but if you're going to go on Upwork and get V.A. in the Philippians, you've got to make sure that maybe gives them a VPN to access your your stuff. Maybe use something like Timedoctor, which is a screen tracker or Hub Staff is a great one. It actually captures their screen every two to five minutes while they're doing a task for you. Now that feels like you're policing them and they probably will be resistant to it. But it is actually if you pitch it rights, it's that it's a productivity tool. So you got to make sure that, first of all, whatever they're executing for you, that they know how to do. So if you watch them doing this, that's the best way to try and score. Look, I saw you doing this. It's not great. Why don't you do it this way the quicker you know? So it's all your pitches. And the reality is people working virtually. There are loads of tools out there and you can track them or and or if you hire someone for 20 hours a week, let's say you need to know the length of time. The task is that you are delegating how long it should sort of take. My advice is fill their time and don't allow too much flexibility, which is kind of going against the big H.R. stuff out there right now. But you can allow flexibility within the structure. The big mistake I see people making is they say to their V.A., look, as long as you get my main results. I don't mind when you do the work. What's going to happen then in the Philippines is that you've got someone doing the work at 3:00 in the morning with a baby on their hip because they're working on the job all day long. And that's kind of a cult. You know, you might fall into that trap and then they're tired and mistakes are happening. They're not concentrating. They're telling you they're doing it during the day, but they're actually not. Because you haven't had any. You haven't put any structure on them. So that's been my experience. So I just always advise people to be a bit more. And don't just just don't. Don't be too free willing about us. And don't be afraid to put a little bit of structure around how you want things done.
Josh Fonger: [00:19:59] Ok, so it's not like there are some tools to use and some protections are put in place and actually just don't hope it's going to work because that's a risky situation.
Barbara Turley: [00:20:08] Yeah. Look, destroying your Web site isn't the trick with Web sites. If you're using WordPress, for example, which most people these days are aware we have internally is anything that requires FTP access is a no for virtual assistant because that's code that's in the code. Right. So. Into a section of the website that really needs a developer, widgets and stuff is kind of easily fixable if it goes wrong. There's there's there's not a whole lot you can really destroy if you're just in the admin sort of editor section. Yeah. Oh and using Last Pass. That's another two a vital last pass for your password protection. Never sharing your passwords openly, you can through last pass you can share access to tools without ever sharing the password. So it means if somebody goes rogue on you, all you do is cut them out of last pass and everything's protected.
Josh Fonger: [00:20:59] OK.
Barbara Turley: [00:21:00] So those that those are things we make clients do. But the concerns are legitimate. That's the thing.
Josh Fonger: [00:21:07] I'm guessing there's a lot of stories behind you've learned these things. Well, I mean,.
Barbara Turley: [00:21:11] Four and half years of gray hair.
Josh Fonger: [00:21:14] There are a few horror stories you've had to overcome and maybe what they need. Every interesting story as an entrepreneur that what you've learned is if you've scaled quite quickly, most people don't do that. So what what have been some kind of lessons you've learned about growing as an entrepreneur?
Barbara Turley: [00:21:27] Yes. So growing as an entrepreneur, you know so many. I mean, honestly, people look at it now go why it's so successful. I go, yeah, we even see the long days like angst. Really? I mean, a people business and entrepreneurship is really hard. Like, it's it's it's excruciating, actually, but the highs are very high and the lows are very low. So for me, I think navigating the emotional roller coaster has been something that has challenged me more than anything else that I've ever done. And I'm always very open talking about that. I also had I have a two and a half year old and I'm expecting another baby in two months time. So I've also navigated mother motherhood at the same time, total lunacy. But I'm a good delegator. Right. So the key things I've learned, you have to get very good at delegation regardless whether you have kids or not. Right. Delegation. You will not build a scalable business unless you learn to delegates effectively build systems and automation and all this great stuff that you talk about effectively. And then once you start to scale like that, the issues you start to face are then when you get a bigger team or bigger business leadership, regardless of how big your team is. Leadership of self leadership off the market that you're going after leadership becomes the biggest thing that you have to work on. To be honest, because once you get over about seven people reporting to you or let's say five, if you get five V.A.s next, you become a project manager. Now you're managing all these people. And then when you start to get bigger again, like, like I have one hundred and fifty employees. So I have to have a huge org chart of people that that that help me with that. So navigating all of their needs and becoming a mentor to all of them and growing them has been a huge lessons. Really, rewarding but challenging. Yeah.
Josh Fonger: [00:23:26] So the growth of the business is going to be definitely bottlenecked if you don't grow as a leader. Sounds like that's kind of a.
Barbara Turley: [00:23:32] Hundred percent yet. Yeah. Because people I see people hiring and firing. You know, you get annoyed. People do things wrong consistently and you're like damn it, just get rid of them and hire a new person. New person fails again. Just can't to into that because it's it's very challenging to you never grow unless you look at yourself first when things are going wrong, look at yourself first. How are you dealing with it? Then look at your processes and maybe you need to tweak those processes and systems need to evolve as you grow. Like the process you said a year ago is going to be rubbish today because your business has changed. And then training your people. And then the final step is shoot the messenger. You know, to me like so it's still not working. Well, then look at the person because maybe there it could be your H.R. systems, your management of them. Maybe they're not skilled enough for the role. They could be a great person, but they're just not able to get there. That's key you know, for me anyway with this business.
Josh Fonger: [00:24:31] Well, what's amazing, you're able to go through all those phases of leadership in a short period of time, because with each phase of leadership, there are fears to overcome things, to learn mistakes that are going to definitely be made along the way. So that's pretty amazing. That's great. I think all of those listening, I didn't know what to say, but she said it right here, you know, learning to build systems so that you can delegate so that you can create. This is the perfect example of what that can do, because obviously you couldn't go anywhere. If you can delegate, you did have systems made it be a nightmare. I mean, a hundred.
Barbara Turley: [00:25:02] Yeah.
Josh Fonger: [00:25:03] Plus people without systems. You would be ah...
Barbara Turley: [00:25:07] You know what was going on? Yeah, and look, the people are happier. I find the more systems we bring in and the more SOPs we build and the more training we do. Actually, our people are just so much happier now because they love the collaboration and they're on the final thing. The last year I've spent a lot of time working on culture. So, for example, and this applies more to people with larger teams than someone with just one V.A. but technically you can say the same thing. But what I've noticed is, well, we all folks are clients on our brand and the brand usually means the brand, the client sees. So the global thing that you're presenting as you grow your team, you realize that you actually have an internal or a and other market called your employee brand. In order for me to deliver effectively for clients, I need great people. There's something I realized by two years ago it was, wow. We need to have an entire employee brand in the Philippines that is completely separate with its own personas, its own marketing, its own everything. It's like a whole separate business that is attracting the type of people that we want in our culture and have worked very hard on building that. And then when they come in, they've got to see that culture live. So that's something that I have to say has been thoroughly enjoying a enjoyable for me. I've really enjoyed building a culture that I never knew how to do it. But you just have to come on. I'm very invested in this. So we have these two for mission now where we want to have like brand. We have a brand promise to our clients. We have a brand promise to our employees and our people. And those promises are actually different, but they have to work together. So that's been another massive lesson of realizing the bigger you grow, the more your. You've got this separate brand. And if you don't focus on that, your employment, your your client brand will suffer because the client's success will be lower.
Josh Fonger: [00:27:03] Wow, Well, great lessons. And thank you for backing in that wisdom or what you learned four years with that massive growth and investing in your people is not a waste and it's going to translate into your client work. I hadn't thought about that. Like an internal brand and extra brand. They got to be congruent and aligned strategically. You can't think of your people as just cogs in a wheel. They are.
Barbara Turley: [00:27:27] No, you will get more clients. Like what happened to us was I didn't really realize this, but what actually a great byproduct of that was that without doing, without even asking, like we get so many of our clients referring because, you know, I was listening recently to a lot of good. I was on the livestream of the truck conversion conference that happened recently in the states. And one of the big talking points was that happy customers don't actually for like happy customers. And like, I'm really happy successful customers end up accidentally referring people because people will say, oh, my God, like, how did you do that? And they have no choice but say, well, I heard this great company that does this for me and they accidentally drive a lot of business to you. And I noticed that by focusing on success and the only way I can get success really for our clients. Well, there's lots of ways. But part of the puzzle is getting great people who are well-trained to have a good culture, who who deliver on our brand promise to clients, and that drives success as much as anything else. So that's been a huge kind of accidental lesson for me recently that I've that I've noticed. Yeah.
Josh Fonger: [00:28:38] Yeah.
Barbara Turley: [00:28:38] So I'm putting more energy. I'm actually putting more investment right now in resourcing into the Philippines, like where I'm going to try and brand up our offices beautifully and build like works space. Like, I'm really excited about it now because I've realized how powerful that is.
Josh Fonger: [00:28:53] I like this idea accidentally referring because of the result. Not just because I like you because they're getting that result. So, yeah, very cool. Well, I wish we could talk longer, but, you know, what are they I forgot to ask you about a question that you wish I would ask you? And you want to leave the audience with before you head out?
Barbara Turley: [00:29:11] Yeah. So what I just like to leave the audience with is that in my opinion, I am talking my own book. But I believe this, regardless of being in the business that I'm in every business today. You know, staffing and people and systems and automation can take over a lot. But, you know, you build your systems and then people run your systems. You can hire people. You know, costs are becoming difficult in every western country, us. I mean, I know know rates are low, whatever for minimum wage or whatever. But you need to have think about an offshore strategy. It is worthwhile to think about countries like the Philippines to build your offshore team. And that's not to say that you're taking jobs out of the U.S. or Australia. A lot of people feel guilty about that. What you're doing is you're saying, well, we can build an offshore team to deal with a certain part of the operational part of our business to drive our costs lower. But you're still there getting paid. Great. So don't feel like you're using the Philippines or anything. You're creating jobs there. And then your own people that you have in the US, what you'll find is your business will grow. You'll have more money to invest and you will start hiring sales people in your own country. You'll start hiring other types of roles. You'll promote your own people out of the trenches and open to the more revenue generating roles within your business. And that for me. That's the beautiful strategy of how to use this effectively. So not just talking about one V.A., but you could even with one V.A. do that. You might end up with a sales person in America. So this is the way to think about it. And what you're actually doing is you're growing your business. You're freeing up your time, but you're also creating jobs in an economy like the Philippines and actual jobs and revenue in your own country. And that's what drives economies forward. That's actually how you need to think about this. Sounds like a no brainer strategy for me. If you get it right. Yeah,.
Josh Fonger: [00:31:08] Very cool with working people. Find out more about the Virtual Hub and what you do?
Barbara Turley: [00:31:13] Sure. It's got a special link for your listeners. I just wanna make sure I get the right link here. It's the virtual hub dot com forward slash work the system. On there you can get work The system. We've got a free mini guide. You need to sign up first. It's the five reasons people fail with V.A.s. So that's really key because it helps you not to do those things before you hire one. And there's also a seven part looks just like a mini Ecourse on a lot of things I've been talking about. How to scale your business using offshore staff. And then for anyone who feels they are ready, to talk to one of our outsourcing strategy consultants. You can have a free call. You can book it there, and they will help you to ascertain whether we would be a good fit for you, whether you ready, because we don't take everyone on those calls is not it's not a sales call. It's more like a you know, seeing is that we don't want you to waste your time or money. So we're there to sort of help you navigate what to do next. Yeah. So you can book a call there. We do have a minimum of 20 hours a week. So we do part time and full time staff. So we're more like a dedicated staffing solution as opposed to I need V.A for two hours a week. That sort of thing. We don't dabble in that area at this point.
Josh Fonger: [00:32:24] Mm hmm. Okay. For those who are serious and it's just like growing the business, then this would be the place to go.
Barbara Turley: [00:32:29] Sure.
Josh Fonger: [00:32:30] Yeah. Well, good. All right. Well, again, thanks. Thank you to the audience for joining us today. Thank you, Barbara, for sharing your knowledge and wisdom about how to; how you grow your own business, but basically how others can grow their business by finding more V.A., trained V.A.s to help them out with the standard business operations of a normal business so that those are useful. And everybody tune in next week I will be sharing with you another podcast from other business expert like Barbara or a previous client. And they'll be sharing with you ways, resources, tips, tricks so that you can make more and work less systems. And also, if you're interested in getting a copy of that book right behind me, Sam Carpenter's best selling book, Work The System, then make sure to leave us a review, either iTunes, YouTube, Facebook in those places. Leave us a comment or review and then share it with us at info at work the system dot com is just shoot us an email. Let us know and will point out one of those reviews a week and mailing you a copy of Sam's latest book. Alright, everybody, I'll catch you next week.