88,000 Businesses Later, He Found 11 Biomarkers for This

Sean Weisbrot: What's the hardest thing about the work you do?

Jay Aldebert: Hardest thing about the work I do is mostly be the, I'm taking somebody that doesn't know that they need me,

Jay Aldebert: that has a a huge ego strength, I guess, is the best way to put it, to lead a group of people.

Jay Aldebert: And I have to change their value system, essentially,

Jay Aldebert: to be able to control their own destiny.

Jay Aldebert: Now I know that was a lot of,

Jay Aldebert: you know, mixed up words.

Jay Aldebert: But, essentially, most people don't know they need, a business consultant.

Jay Aldebert: And

Jay Aldebert: they're open to it a little bit, but their ego kinda says, I know how to run my business.

Jay Aldebert: So that's the biggest difficulty is I have to change that value system,

Jay Aldebert: show them what they should be measuring and looking at in their business,

Jay Aldebert: but it gives them the capability of controlling their own destiny for sure.

Sean Weisbrot: How do you convince them that they need to work with you?

Jay Aldebert: How do

Jay Aldebert: it's usually shock and awe, to be honest with you.

Jay Aldebert: It starts with education.

Jay Aldebert: Like, before I can even measure something, they have to understand why I'm measuring it. I use this analogy, with clients, and it's it's kind of ridiculous.

Jay Aldebert: But,

Jay Aldebert: in in America, we go to the the the doctor, and they kinda do this physical.

Jay Aldebert: And then they ask you something like, hey, do you mind if I do a vitamin d test?

Jay Aldebert: And that's most common in, like, the Midwest where I am because it's, you know, a lot of cloudy days.

Jay Aldebert: And and I'm like, well, why would I get that measured?

Jay Aldebert: And they say, well, you get that measured because,

Jay Aldebert: you know, it's dark here, and and there's depression, and anxiety,

Jay Aldebert: and your vitamin d. Now, I usually say no because I'm a pretty happy guy.

Jay Aldebert: But if they would have told me what the real reason is, which essentially is all the supplementation you take in your entire life, all of, like, the macronutrients, if you have a low vitamin d, you're in a position that it actually

Jay Aldebert: does not penetrate, I guess, or you do not absorb.

Jay Aldebert: So if they would have told me, hey, all the supplements you have, they're not absorbing, I I would.

Jay Aldebert: So the point is, they're measuring it, but they're not educating.

Jay Aldebert: And for me, I have to educate a client first and foremost,

Jay Aldebert: on why I'm even measuring it be until they're gonna get interested.

Jay Aldebert: So if they're not if they don't understand interested, that's the the best hook, I guess, is the best way to put it. Long winded, but that's the best hook.

Sean Weisbrot: I found a therapist in, Portugal,

Sean Weisbrot: a physical therapist.

Sean Weisbrot: I was having back pain.

Sean Weisbrot: And I went to her, and she was like, okay.

Sean Weisbrot: What are you taking?

Sean Weisbrot: Because she's like a holistic therapist.

Sean Weisbrot: So she does,

Sean Weisbrot: like, several different things combined, but she's not like an MD. But she cares about

Sean Weisbrot: all of these things.

Sean Weisbrot: What are you taking?

Sean Weisbrot: What are you doing?

Sean Weisbrot: Because they impact

Sean Weisbrot: a lot of things that you know?

Sean Weisbrot: So,

Sean Weisbrot: I told her all of the vitamins and supplements I'm taking because I'm vegetarian, so I have to take more than normal people because I may not be getting all of the vitamins from a normal diet.

Sean Weisbrot: And she's like, oh, you're taking d three, but I didn't hear you say k two.

Sean Weisbrot: I go, what's k two?

Sean Weisbrot: She's like, well, k two is the thing that activates your d three.

Sean Weisbrot: And I was like,

Sean Weisbrot: oh. She's like, yeah.

Sean Weisbrot: So you can actually buy a d three k two combo supplement

Sean Weisbrot: so that it just activates your d three, and so you get all of the benefits of that d pill,

Sean Weisbrot: and it actually works for you.

Sean Weisbrot: And it was cool because, like, she's not an MD. Her job doesn't need to be to educate me. Her job was to, like, get me out of pain.

Sean Weisbrot: But, you know, coincidentally,

Sean Weisbrot: she helped me to better manage my life.

Sean Weisbrot: And I I thought that was really cool, and I appreciated that.

Sean Weisbrot: So

Jay Aldebert: For sure.

Sean Weisbrot: so how do you actually apply that?

Sean Weisbrot: Right.

Sean Weisbrot: You know, you said, I do shock an eye, you know, blah blah blah.

Sean Weisbrot: But, like, how do you actually show them that?

Sean Weisbrot: How do you educate them?

Jay Aldebert: Okay.

Jay Aldebert: So the the first thing is, I kinda do a triage of,

Jay Aldebert: the hook I usually when I say hook, and it sounds, manipulative, but,

Jay Aldebert: I asked a very specific question to start off.

Jay Aldebert: How much profit does your business need to make this year?

Jay Aldebert: And a lot of people are even stunned by the question, like, you you would think that they would automatically and the most common answer they go to is,

Jay Aldebert: I would like to make 10%. That's what I would like to make.

Jay Aldebert: You know, everybody says that's that's kind of like the end all be all.

Jay Aldebert: And when they say that, I say, you know what, that's what you wanna make, but how much does your business have to make?

Jay Aldebert: And that's where the the hook starts.

Jay Aldebert: Because now I I say once they say, well, what do you mean?

Jay Aldebert: And I stand up and I go, let's make sure we're on the same page.

Jay Aldebert: I'm now able to actually start educating them

Jay Aldebert: on the five there's five dimensions of profit that a company needs to make, and they go on a scale from essentially non negotiable or crisis almost,

Jay Aldebert: all the way up to option.

Jay Aldebert: And so by educating them on that triage of profit in itself, some of them could be debt service, working capital issues, retirement, value of a company.

Jay Aldebert: Last but not least is just their lifestyle.

Jay Aldebert: And they're not combined.

Jay Aldebert: They're kinda in a scale of these are nonnegotiables

Jay Aldebert: or the floor all the way up through option.

Jay Aldebert: And by going through that education process,

Jay Aldebert: I get them thinking about profit.

Jay Aldebert: And I think that's one of the most under focused

Jay Aldebert: conversations when it comes to business.

Jay Aldebert: Everybody brags about, hey.

Jay Aldebert: I'm a $3,000,000

Jay Aldebert: company or I'm a $10,000,000 company, but you don't hear people talking about the profits they make.

Jay Aldebert: And that's the reason they're in business.

Sean Weisbrot: Do you go through this with them when you're trying to convince them to work with you or after they've started paying?

Jay Aldebert: So the way we work with clients is we set up just an initial diagnostic phase in the first place.

Jay Aldebert: And that diagnostic phase

Jay Aldebert: actually determines whether we want them as a client.

Jay Aldebert: And

Jay Aldebert: based their problems aren't one of the reasons why.

Jay Aldebert: We have to see,

Jay Aldebert: if they have a bunch of problems, that's fine.

Jay Aldebert: But we have to see that they're fixable.

Jay Aldebert: Right?

Jay Aldebert: So if

Jay Aldebert: I don't see that the problems are fixable, and if I don't see that there's a return on investment,

Jay Aldebert: one of the things that we look at is,

Jay Aldebert: can we yield a minimum of a two to one return on investment within one year?

Jay Aldebert: So exaggeration, they have to spend,

Jay Aldebert: a million dollars with us. I'd have to see $2,000,000

Jay Aldebert: of profit increases, not sales, profit increases from fixing those problems.

Jay Aldebert: So in terms of convincing them, we go through the process of a a two day diagnostic where they're kind of weighing us out through the education they're getting, like, these guys are really smart.

Jay Aldebert: They're showing me things I never looked at in my business.

Jay Aldebert: But I'm also looking at them

Jay Aldebert: to say, are they a good client?

Jay Aldebert: And those mechanical things are one side, but the other side is,

Jay Aldebert: can I coach this person?

Jay Aldebert: Like, is this person coachable?

Jay Aldebert: And do they have a sense of zeal to change behavior?

Jay Aldebert: And if they don't,

Jay Aldebert: it doesn't matter how fantastic I write up the the prescription, right?

Jay Aldebert: And that's what we use prescriptions.

Jay Aldebert: It doesn't really matter.

Jay Aldebert: And then last but not least, do they understand their own strengths and weaknesses?

Jay Aldebert: If they don't understand that, if they think they're great at sales or great at finance and they're actually terrible, we don't take them on. So that four combination, and we I actually communicated to them

Jay Aldebert: that, hey, you get a decision in the end, but I'm deciding long before you get to whether I'm gonna take you on as a client.

Jay Aldebert: So as strange as it sounds, it's now a balanced power as opposed to I'm pitching and then they're deciding.

Jay Aldebert: It is we're both deciding whether we're getting together, and it's a real relationship, and about one of the biggest assets in their life.

Jay Aldebert: So it is a relationship.

Sean Weisbrot: Are you charging for this today, or is this something, like, you you used to loss, as a leader?

Jay Aldebert: The the marketing yeah.

Jay Aldebert: No. It it it it's a bit of a loss there, I would say.

Jay Aldebert: The marketing structure is is this.

Jay Aldebert: We're gonna come in and do a diagnostic of your business.

Jay Aldebert: The entry level fee is $1,300

Jay Aldebert: for two days, but we actually put it as subjectively,

Jay Aldebert: if you don't see benefit or value from the process,

Jay Aldebert: you don't pay.

Jay Aldebert: Like, you could just say I don't like your tie, and they're not gonna compensate.

Jay Aldebert: We'll still give them the full analysis at that point.

Jay Aldebert: So but that's,

Jay Aldebert: so the payment is zero if they don't get any benefit value, or just that process itself could be $1,300.

Sean Weisbrot: Why such a low price?

Sean Weisbrot: I feel like for two full days of time for the some the company sizes you're working with that you should be charging, like, 10 or $20 for the two days.

Jay Aldebert: I think it goes back to the initial statement I I said.

Jay Aldebert: People don't know they need us. Like like, I I hate to say that it's a sales process.

Jay Aldebert: It is a sales process.

Jay Aldebert: It's I call it transfer of energy.

Jay Aldebert: These people don't know they need us, but every business I walk into does and at a at an extensive level.

Jay Aldebert: And

Jay Aldebert: saying that upfront to them really probably wouldn't work.

Jay Aldebert: So we kinda have to show them how much they need us through that education process of the diagnostic.

Sean Weisbrot: Sounds like a huge loss leader because it I'm I'm sure

Sean Weisbrot: the time for that one person to spend in that business, you know, two days, they could be selling a 100 other companies in that in those two days.

Jay Aldebert: Yeah.

Jay Aldebert: Our our landed cost is probably 4 three to four x,

Jay Aldebert: to that.

Jay Aldebert: And when I say landed cost,

Jay Aldebert: when we go to when a consultant goes in, you know, in terms of that engagement, we've decided to work with them, they've decided to work with us.

Jay Aldebert: Our investment is is already about four x, you know, in terms of all that process for sure.

Sean Weisbrot: And so how do you determine how to charge them once they start to work with you?

Jay Aldebert: Good question.

Jay Aldebert: In terms of,

Jay Aldebert: I can look at a specific just an we we use medical analogies a lot.

Jay Aldebert: But just like, hey.

Jay Aldebert: I've got this ailment.

Jay Aldebert: A medical doctor can say, this is the procedure that it's going to take to mitigate that that situation.

Jay Aldebert: So it's the same with us. If I see this in a specific

Jay Aldebert: industry, I can now say that's gonna take this many hours to design,

Jay Aldebert: implement, educate.

Jay Aldebert: And that's what we do. We do the design.

Jay Aldebert: We don't leave it to the business owners.

Jay Aldebert: No disrespect to them.

Jay Aldebert: We're just not gonna let them implement it because we're the ones held accountable for that two to one return I I mentioned.

Jay Aldebert: And then we have to educate their staff as well as them.

Jay Aldebert: So once I look at the grouping of problems that we're looking at,

Jay Aldebert: I can look at the number of hours we're going to take.

Jay Aldebert: And our our agreements with clients

Jay Aldebert: are based on any day that you don't determine that we've actually done our job, you can end the engagement.

Jay Aldebert: So it's kind of a day to day process.

Jay Aldebert: They have to invite us back Friday for Monday, and we work on a day by day basis.

Jay Aldebert: But we do it on a project basis.

Jay Aldebert: It's not intermittently.

Jay Aldebert: I call that sand castle consulting, I guess, is the best way to put it, where you build a great wall of a sand castle and then you go away for two days.

Jay Aldebert: Well, is it gonna last, you know, especially beside the ocean?

Jay Aldebert: We do a project.

Jay Aldebert: It's four to six, eight weeks, somewhere along there.

Jay Aldebert: But the client can end the project at any point if they believe they're not getting benefit or value.

Sean Weisbrot: It feels very volatile for the business, for you.

Jay Aldebert: In terms of oh.

Sean Weisbrot: For for your business, meaning you you put all this energy into the relationship and helping them, but they could just stop at any moment.

Jay Aldebert: They can.

Jay Aldebert: They can.

Jay Aldebert: And and, I've likened,

Jay Aldebert: and again, not disparaging, but the behavior itself is very similar.

Jay Aldebert: There's a lot of behavior modification in consulting.

Jay Aldebert: I would love it if it was a robot and I could just program a chip and, you know, put it into their chest and they would operate this way.

Jay Aldebert: But a lot of it is behavioral change, and we make sure that that's clear and concise, we don't hide it.

Jay Aldebert: And so it is from a volatile standpoint of they can end on any given business day, but our job is to show them each and every time the progression they're making, so it almost becomes addictive.

Jay Aldebert: And we know that twenty one days to change a habit.

Jay Aldebert: I look at our business owners like,

Jay Aldebert: addicts to their own behavior, and and not being disparaging,

Jay Aldebert: but they are.

Jay Aldebert: And so I have to change that, and our our consultants are chain are trained to change that,

Jay Aldebert: that addiction and handle it as an addiction to get them to the point where, they actually

Jay Aldebert: change, but with the intention good intentions.

Jay Aldebert: And that's to control their own destiny.

Jay Aldebert: And what that really means

Jay Aldebert: is that, you know, they're making a profit.

Jay Aldebert: The company is strong.

Jay Aldebert: They're funding their retirement, and, obviously,

Jay Aldebert: building a purpose driven machine that will continue to, develop and then, obviously, beyond them, maintain their legacy for sure.

Sean Weisbrot: So

Sean Weisbrot: do these engagements go longer than eight weeks, or at eight weeks, it's just done?

Jay Aldebert: Sometimes.

Jay Aldebert: Sometimes.

Jay Aldebert: There's an internal

Jay Aldebert: belt system, I guess, is the best way to put it. It's not a one and done a lot of times.

Jay Aldebert: And when I say, we would love it to be, but, I don't know how many diets you've been on in your entire life, but I've been I've been three three hundred pounds and I've been two hundred and twenty pounds, you know, in my adult life.

Sean Weisbrot: Too many.

Jay Aldebert: And so,

Jay Aldebert: it's kinda the same thing as is that there is ongoing projects with a client to maintain

Jay Aldebert: those those habits, I guess is the best way to put it. And it can be in different intervals.

Jay Aldebert: It can be two years.

Jay Aldebert: So So we'd rather we'd rather put the project in in that eight weeks, and then circle back in a year.

Jay Aldebert: Hey. Are you still are you still on the diet?

Jay Aldebert: Are you still doing all the calisthenics sort of thing?

Jay Aldebert: And we may have to pick it up from, you know, 75%

Jay Aldebert: of the acumen we've or or habits we've changed.

Jay Aldebert: We might have to pick it up at all these different intervals, recalibrate that,

Jay Aldebert: supplement it again, and then go on to maybe the next level of of business acumen.

Sean Weisbrot: So you're saying that your guiding post is two x profit return in a year.

Sean Weisbrot: What is a typical client's respond result actually look like?

Jay Aldebert: Correct.

Jay Aldebert: So I'm sure you understand that because we're held to that standard and and there's there's some caveats, like, they have to complete a whole project.

Jay Aldebert: In other words, they have to take all the medicine.

Jay Aldebert: If they, you know, stop halfway through, then that assurance doesn't,

Jay Aldebert: hold true.

Jay Aldebert: But they have to complete the whole project, and the only participation after that really on their part is we want to see the dashboard.

Jay Aldebert: Right?

Jay Aldebert: And they have to show us the dashboard that we've created for them, and they have to discuss it with us, for,

Jay Aldebert: at intervals of of of, let's say, every four weeks,

Jay Aldebert: for a year.

Jay Aldebert: So as long as they do all of that,

Jay Aldebert: what we found upfront is I can quantify mismanagement

Jay Aldebert: on any company.

Jay Aldebert: And when I say typically I can quantify it, I can go in, look at all of the different areas in their business and quantify not only that that problem exists or there's a weak area in their company, but the other part is I can actually, determine, how much that's costing them very specifically.

Jay Aldebert: So once I've quantified all those dollars, and then I quantify all the fixes,

Jay Aldebert: it's pretty easy for me to see that minimum of two to one return on investment.

Jay Aldebert: And, of course, because of margin of error, like I said, they're not robots,

Jay Aldebert: we're typically looking for a three to one with the assurance of a two to one.

Sean Weisbrot: So you can, at any interval, go back into their business, look at the dashboard and go,

Sean Weisbrot: I can see that you guys haven't been doing exactly what you said you were gonna be doing.

Sean Weisbrot: And as a result, I see that you've lost out on 10% of your profit potential

Sean Weisbrot: based on, you know, slacking off on this one metric.

Jay Aldebert: Absolutely.

Jay Aldebert: And moreover, we we we're not just like the one time.

Jay Aldebert: Right?

Jay Aldebert: We're not just like, hey.

Jay Aldebert: You messed up one time.

Jay Aldebert: It's a three strike, you're out kinda thing.

Jay Aldebert: Like, warning, hey.

Jay Aldebert: Look at they're not doing this.

Jay Aldebert: See the effect.

Jay Aldebert: And then we go back and we go, hey, warning.

Jay Aldebert: You know?

Jay Aldebert: And then the third time,

Jay Aldebert: no. It's three strikes.

Jay Aldebert: And then essentially, we say, fix it or we're out.

Jay Aldebert: And that's that's pretty much where we are.

Jay Aldebert: And again,

Jay Aldebert: if it is the way the the the two to one assurance works is if they're doing all the things we're supposed to do and and we can't identify something,

Jay Aldebert: overall, we're going to extend our resources.

Jay Aldebert: We're gonna send people back at no charge until we actually meet that.

Jay Aldebert: So that's what the assurance is. A guarantee kinda says, well, I'm gonna try all this stuff, and if I drive your company into the ground even further, I'll just give you your money back.

Jay Aldebert: That's a guarantee.

Jay Aldebert: The way the assurance works is we sit down and go, okay.

Jay Aldebert: We're gonna monitor you for a month, and we're gonna exhaust all our resources until

Jay Aldebert: we've achieved whatever's happened.

Jay Aldebert: So we could be in a position where we put forth a lot of money,

Jay Aldebert: beyond even what they paid us for the project to get them to the point that we assured them.

Jay Aldebert: It's never happened, but,

Jay Aldebert: we we pretty much mathematically know what we're doing.

Jay Aldebert: But that's kinda how the relationship works.

Jay Aldebert: So it's they do have some protection on their side, and we have some protection on our side.

Sean Weisbrot: So you go into this dashboard and you manually look, or

Sean Weisbrot: do you have automation set up so that if something starts to become a problem,

Sean Weisbrot: the dashboard notifies your company so that you can go and intervene before it becomes a problem?

Jay Aldebert: So the answer is we have the availability of both, but, honestly, most commonly used, probably 75%

Jay Aldebert: is more of the manual side.

Jay Aldebert: And the reason why is, when you look at just the utilization of,

Jay Aldebert: accounting software, you know, everybody probably has it, but, like, proper use of it, accurate,

Jay Aldebert: reconciled, all those different things, within that automation of accounting, it's,

Jay Aldebert: we see that, like, 90% of the businesses we deal with, and they're they're $2,000,000 to a $100,000,000, but it doesn't matter, like, the size or volume.

Jay Aldebert: It's not accurate and so on and so forth.

Jay Aldebert: So to automate that and take garbage, you know, it's gonna give us a garbage dashboard.

Jay Aldebert: So we have other KPIs or other polls that we look at that are all manual.

Jay Aldebert: But there are some that we do the automated look at it, because they're more familiar and comfortable.

Jay Aldebert: That transition right now from baby boomers to, you know, obviously, their, the generation,

Jay Aldebert: why and and millennials that are taking over those businesses,

Jay Aldebert: obviously, is a big difference in the tech savvy.

Jay Aldebert: Right now, 75% or more,

Jay Aldebert: of all businesses are owned by baby boomers that are not high-tech,

Jay Aldebert: but they are transitioning over to the high-tech.

Jay Aldebert: So you're gonna see us migrate far, you know, far more over to that automation.

Sean Weisbrot: So you were saying that the automation is generating garbage data.

Sean Weisbrot: Why is that?

Jay Aldebert: The the, like I said, just to give you some sheer numbers,

Jay Aldebert: our firm will engage and do that diagnostic phase I was telling you about? 11,000

Jay Aldebert: times this year.

Jay Aldebert: Right?

Jay Aldebert: That's 11,000. We're gonna look at 11,000

Jay Aldebert: sets of financials in in that size.

Jay Aldebert: All trades, all industries, all sectors, as long as they're privately held.

Jay Aldebert: And the issue is, in most cases, business owners don't value accounting.

Jay Aldebert: Right?

Jay Aldebert: They don't value it. And the reason they a lot of them, that is, is because accounting is such a lagging indicator

Jay Aldebert: that even if you don't have a lot of business acumen, you're realizing I can't make decisions off of it. So because they can't make decisions off it and they only see it as a prerequisite or a requirement of the IRS to be able to show how much they pay taxes, They're kinda cavalier about really reconciling it and making sure it's accurate,

Jay Aldebert: because it doesn't do anything from a management standpoint.

Jay Aldebert: And so in that, that's where we kinda get the garbage.

Jay Aldebert: So we almost have to build better ways to measure, specifically proactively, with leading indicators.

Jay Aldebert: We have to build something in them that's almost customized,

Jay Aldebert: to be able to pull the information we have.

Jay Aldebert: If it was pure automation,

Jay Aldebert: there's always the sense that if they take the same approach

Jay Aldebert: that they do to that accounting, that we're gonna be looking at wrong numbers.

Jay Aldebert: We're gonna be looking and reacting to wrong numbers, and we don't wanna do that.

Jay Aldebert: And that's what I mean by garbage in, garbage out.

Sean Weisbrot: I was gonna say because I've I've done a lot of automating

Sean Weisbrot: for the work that I do, and I noticed that sometimes the automations break.

Sean Weisbrot: And you don't want your automations to break.

Sean Weisbrot: So I thought the issues you were referring to is this is sometimes the automations just do another job.

Sean Weisbrot: But if the data input is bad, then that's that's obviously really bad.

Sean Weisbrot: And it's it's good that you recognize that because I think a lot of people don't

Jay Aldebert: No.

Sean Weisbrot: recognize that sometimes the data can be bad.

Sean Weisbrot: It can be not clean,

Sean Weisbrot: if you're dealing with data processing, things like that.

Sean Weisbrot: Yeah.

Sean Weisbrot: So it it's

Sean Weisbrot: in a very important skill to to be able to reconcile.

Jay Aldebert: Well, yeah, we we have to be able to because reaction like, it it is like reading

Jay Aldebert: a a blood panel or an MRI in a in a business.

Jay Aldebert: That's really what we're doing.

Jay Aldebert: And if we're if it's if it's contaminated in some way, then we're gonna react and and, again, allocate resources

Jay Aldebert: on on half information.

Jay Aldebert: So we don't rely on accounting alone.

Jay Aldebert: We look at different aspects like bank reconciliation.

Jay Aldebert: We look at different aspects in terms

Jay Aldebert: of, the the accounts they have with different vendors and all that kind of stuff.

Jay Aldebert: And it gives us a real understanding, specifically of cash flow,

Jay Aldebert: That and that's what we tend to use.

Sean Weisbrot: Do you have a system that automates

Sean Weisbrot: collating all of that information to generate reports for you?

Sean Weisbrot: Or, like, how do you manage because it's, like, 11,000

Sean Weisbrot: companies in a year.

Sean Weisbrot: It's, like, a headache for any business.

Jay Aldebert: Yeah.

Jay Aldebert: So

Jay Aldebert: myself, I've been with the company for twenty five years, and we've had different internal

Jay Aldebert: programs that we've looked at how to reconcile all that information.

Jay Aldebert: But it it was always still looking at lagging information, and it did comparisons,

Jay Aldebert: like, it would be similar to, like, an FP and A software of some sort, where it takes and creates all these derivative equations off historical information, and that's what we have.

Jay Aldebert: And so I've gone through 88,000 businesses in my career, and growing.

Jay Aldebert: Right?

Jay Aldebert: And I get to look at four years of financials, and I started building this own algorithm in my head.

Jay Aldebert: And I started seeing the same things happen over and over and over again.

Jay Aldebert: And so with that, about seven years ago, I developed,

Jay Aldebert: a software called RTO, the return to owner, that does reconcile that information, and it it diagnoses at the same time.

Jay Aldebert: And I broke business down to 11 separate biomarkers.

Jay Aldebert: And those biomarkers themselves really, put the client in a position that, instead of estimations or guesstimations or assumptions, like,

Jay Aldebert: let's just say when I was three hundred pounds, I had a big gut.

Jay Aldebert: So I probably have a bad back.

Jay Aldebert: You know, those assumptions where you can kinda look and say, instead of doing that, I can actually pinpoint

Jay Aldebert: the exact performance that company has to have that particular year to either maintain health or even get back to a state of health.

Jay Aldebert: And sometimes that is not even close to what they they,

Jay Aldebert: even desired for the year.

Jay Aldebert: Sometimes they've made decisions up to this point when we walk in the door that actually demand the business perform at a much different

Jay Aldebert: level or even existence than they they've ever thought,

Jay Aldebert: only just to get it back to a state of health.

Jay Aldebert: So

Jay Aldebert: RTO itself is the software we use as a not only measurement of all those biomarkers, but a decision

Jay Aldebert: structure that also shows the cascade effect of ignoring any one of those biomarkers.

Jay Aldebert: It'll show you you missed this one, here is the effect, three different directions based off of that.

Jay Aldebert: And so the ability to see that at all times is the use of that for reconciliation.

Sean Weisbrot: What's the most important thing you've learned in the course of your career, especially among using the software with businesses?

Jay Aldebert: The biggest thing I've learned,

Jay Aldebert: that it's it's not even gonna be related to the software, is how important the work

Jay Aldebert: like, if you serve small, medium sized businesses, right, sometimes people don't understand how big,

Jay Aldebert: like, your work is. And when I say that,

Jay Aldebert: is people are saying, where are you going philosophically with this?

Jay Aldebert: It when I go into meet with a client, when one of my employees, and we have a thousand of them, goes in to meet with a client,

Jay Aldebert: is, like, you have to be quote unquote on. And people think when you say on,

Jay Aldebert: it's let's get revenue.

Jay Aldebert: Let you gotta make that sale, you know, sort of thing.

Jay Aldebert: That's that that hustle gonna be on. No. What you have to do is take somebody that absolutely needs us, doesn't know they need us, and we have to be

Jay Aldebert: on from the standpoint of being able to, gain their trust accurately, gain,

Jay Aldebert: rapport with them, and educate them to make a good decision.

Jay Aldebert: Because here's the impact, and this is the biggest thing I've learned.

Jay Aldebert: You own a business, Sean, let's say I walk in and I'm talking to you.

Jay Aldebert: Right?

Jay Aldebert: Some people think that our our communication, our our transaction, our transition that we have is only affecting you.

Jay Aldebert: It's not.

Jay Aldebert: It's your household.

Jay Aldebert: But let's go one step further.

Jay Aldebert: You have 10 employees.

Jay Aldebert: It's their households.

Jay Aldebert: So how strong I help you or how how fundamentally I change you controlling your own destiny, it has a big impact on, like,

Jay Aldebert: 40 people, not just you, plus your vendors if we go one step further.

Jay Aldebert: If there are small businesses that depend on you having worked.

Jay Aldebert: So that's the biggest thing I learned is how profound

Jay Aldebert: just changing the profit position of a client can be, and how many people it affects

Jay Aldebert: in any size company at any given time.

Jay Aldebert: That's the biggest thing I've learned.