Kelly Reynolds

Welcome to the Get your act together podcast. I'm your host Kelly Reynolds and today I am super excited to share with you the first episode of our new agency series. In this series, I will be interviewing agency owners to get a behind the scenes look of how different agencies are built and run. Today's guest is Sadie Prestridge, of Prestridge & Co., an executive virtual assistant agency. Welcome Sadie's to the Get your act together podcast.

 

Sadie Prestridge  

Yeah, thank you, Kelly. I'm super excited to be here.

 

Kelly Reynolds  

So can you tell us a little bit about first of all you and your business and how it all came to be?

 

Sadie Prestridge 

Yeah, I love that. So I'm Sadie Prestridge. I own Prestridge and company, we are a virtual assistant agency. We help online CEOs with administrative organization, business management, virtual assistant support and system setups. So making sure everybody has their system set up and they are ready to work with the VA. So I started out as a virtual assistant myself back in 2018. And no plans to grow an agency you didn't even know that was a thing. I truly just wanted to pay my mortgage. That was my goal, like quit my job, pay my mortgage and work for myself from home. And then I got pregnant and 2019 and realized that I wanted more for my family and for myself. So the idea of growing an agency came about at the end of 2019 When I was pregnant. So I officially started in January of 2020. I was five months away from my maternity leave, I hired my first subcontractor, trained them really well, handed off all of my clients and was really excited to go on my maternity leave. But it ended up being a whirlwind of ups and downs and chaos for that first year, which I know we'll talk more about. But that's kind of the quick and dirty of how I started. And I can go into more detail about how I fixed it after I learned a lot of things.

 

Kelly Reynolds

I think that's a really important point right away, right? We've just talked about this a little bit right before we started recording. Business isn't easy. It's not like this easy slope up. And it always gets better, especially when you're changing into different things like we both started out as solo VAs, and then moving into a different model is, well, it's chaos and scary and lots of things right and exciting. So yeah, well, you were just saying, there's like that first year where you're like, oh, I don't think I should do this. I don't think this is going to work. And you're like, yeah, what was your advice to your friend when they said that to you?

 

Sadie Prestridge 

Yeah, um, so I had to learn, my story's a little different because I had to learn how to be a mom, a CEO, a leader, an agency owner, like all of the things in my first year, and I also I, like, agencies weren't really popular. So I've had it for two years. Now. I didn't know anybody who had an agency and people weren't talking about agencies. So I was just like, well, this is how I worked as a VA. Like, I think I can train VAs how to work with my clients. And I just realized that I needed systems in place before I had such a massive growth. So I grew to six figures within my first year, while I was on my maternity leave with my daughter, oh, my, yeah, so it was a lot, it was a lot to process and work through. And there was a lot of mindset shifts. So the big things for me, if I could go back and and do it over or do pieces of it over would be I would have started with systems and processes and what we needed to have in place in order to hire the team that was coming in to take the clients and what metrics we needed and what systems we needed and what team members we were even looking for and the type of subcontractors we wanted to hire and all of those things. And not only that, too, but also the right types of clients because it is when you move into the agency model, it is a different dynamic between the CEO, the client and the team, right, there's three parties involved. And so it's really important that they're not only an ideal client for the CEO, but they're also ideal clients for your team and vice versa, like ideal team members for the clients.

 

Kelly Reynolds 

Yes, that's a lot. There's a lot to unpack in those senses. Yes. All right. I agree with all of that. And we are huge systems people over here. I yell at people all the time about systems, and it's a huge part of our business. And I truly believe it is the basis for being able to run an agency otherwise, it's just chaos. So how did you figure out what you wanted to offer? Was it just from experience or like with your own growth, or was it client growth or were you like, I really liked doing a thing? Yeah, that's

 

Sadie Prestridge 

a great question. So I niched into executive virtual assistants support pretty quickly out of the gate, so I was able to quit my full time job three months after becoming a virtual assistant, and how everybody else started. I was doing Pinterest and graphics, pretty much anything anybody was gonna hire me for right. And then I saw a job opportunity in a Facebook group that I'm in, and she was looking for an executive virtual assistant. And I saw the description and the needs and the time commitment. And I was like, floored, I was like, This is what I want to do. And this is why I'm really good at what I was doing in corporate, it's what I love. So I took that role, released all of my other clients and started to niche into EVA. And so I saw a really big need for that, and I still see a really big need for that in the community. So that for me just made sense to hire a high level EVAs that I could train to the EVAs and continue offering that higher level of support. For us. It's at the edge of OBM, because we're not gonna manage your team or your projects or do any of that. But we are keeping the CEO in check and scheduled and managing their business and helping them grow it. But we're not doing some of the business management pieces that an OBM would do. And so that's kind of our main offer. And that's what I started out with when I first started my agency. And so what happened is, I was like, okay, great, you're a client, your ideal for me, you mean it and you need a VA. Come on in, we'll give you a VA. So when I'm like, Okay, here's the VA hired, put them together. Hopefully, there's magic. But instead, it was like fire in chaos. And the clients were coming to me and they were like, This isn't working. She's not understanding things. She's not picking it up quick enough. Like, it's just not a match. And then the VA was coming to me, I'm really overwhelmed. I don't know how to do things for this client's business. Things aren't working out. And so it kept happening a couple of times, where like, they were just like, butting heads. And so I had to figure out what was the problem. And I'm very systems focused . I'm a 6-8-3-3 on Kobe A. So I lead with systems. And so I think about things like, Okay, why is it not working? And why was it working when I was doing it, because I'm essentially teaching them to do what I'm doing. And so what I realized is that there are certain systems for a client that need to be set up before they can successfully work with a VA and not just my VAs, but anybody's VAs. I'm really passionate about that. And so I realized that we have to do a system setup and get things like how you want your inbox managed, written into an SOP, how you want to communicate with your team, what types of tasks do you want for your VA to do? What are the processes for those tasks? Like, if we're doing a webinar for you, great, how do we do that, and let's get all of that written down and recorded into videos. And then I'll give you a VA and train your VA on how to work those systems. And then you guys can go off and create magic. So my first year was a lot of like, here you go, here you go, go together. And then when I realized that that wasn't working, I went back to the drawing board, I redid all of my systems, I created this new offering where we do some VIP system setups, and we do like three months system setups, and then you can work with our EVAs. And so that's really how my packages have evolved is more so like seeing the problems that were arising with my original package.

 

Kelly Reynolds  

Yeah, I mean, right? I mean, that's how your business evolves, right? Like, okay, this isn't working, how can I fix this? Right? I feel like, especially as ops people were very, like, how are we problem solving? Like, okay, I see the problem, how is it going, I could talk systems all day, we could sit here and nerd out all day. I do think that it's so necessary to move forward. People aren't psychic. When I was an assistant back in the day, it was like, I'm not psychic. Like if I was psychic, I'd be the best assistant ever. Right? Like, you're like this job would be easy, because they're not telling me what they need. I'm trying to do a really good job. And they just do it a different way than my last client. So being able to write all that down, and then say, Okay, this is how we do it here. is so fantastic. I love that idea. And I love it being like a requirement to get Is it a requirement to get the kind of get into your EVAs. Yeah, I love that. Because how are you supposed to know anything? Otherwise? I think it's great. And can you explain a little bit more about what the difference between a regular VA, let's say, and an EVA is,

 

Sadie Prestridge

We actually have both. So we call them support VAs and we call them executive VAs. For us a support VA is someone who is doing and I'm not saying this to be offensive, but they're more of a task doer. So they are told what to do. They're assigned what to do, they check the boxes, they do the work, they do it really well. There, they have a very high level of detail and attention to detail. And then they're done. Right. And so for us, those are really great for higher level clients who need both. And then we have our executive EVAs who are looking at your business at a higher level, and they're able to go based on what I'm seeing in your business based on what you've told me you want to have happen. Here's what I can take off of your plate. Here's how I would manage your inbox. Here's where maybe that team member needs to come in and do this or maybe you need to hire a graphic person. They're always thinking about the next thing and how they can take more off your plate, and help you grow and move you more into your zone of genius, or as a virtual assistant is more like, what do you want me to do? 

 

Kelly Reynolds 

Tell me and I will go and do it really well. So it's much more of the kind of forward thinking, get up and go. I don't know the word, I'm looking for it. But like more initiative, that's what I say. It's much more like that of an OBM. But with different tasks. So they're not managing a team and like that, but it's it but it is not like I'm waiting here for tasks, which is traditional, VA, it's much more like, I'm going to take the initiative, I'm gonna get this thing running. I'm going to make decisions around here as well. Exactly. Yeah, that sounds fantastic.

 

Sadie Prestridge 

And I, we train our team on how to be an EVA and how we do it for our clients. So while we're doing like system setups, and we're really coaching and training our clients, on how to work with their EVAs, I also have a four, four to six week training program on my side for how the EVAs are working with our clients, and how they're creating systems and how they're managing the different things that go on in a client's business plus how I want them to do things for my agency and how all of that works as well.

 

Kelly Reynolds

Yeah, because you want to be able to have standards across exactly right, you want to make sure that like your client comes here, and your company is putting their best foot forward. Because I mean, that's a lot of agency. Well, all these people are doing things and my name is on it. Yes. And your name is literally on it. So making sure that there are standards across is really important. It is

 

Sadie Prestridge

I always use the example like when you get a bad drink at Starbucks, you don't say like, oh, Jane made my drink horrible. Starbucks made my drink horrible, right? They're not going to blame the person that's doing the thing. They're gonna blame the company, and so totally having those standards and expectations across the board is huge. 

 

Kelly Reynolds 

Those clear expectations are so important. I preach on this constantly. Actually, I was on Slack talking to one of my teammates the other day, and I asked her to do something. And she came back and was like, When should I do this by and I was like, right, I preach clear expectations. And here, I am not giving them to you. So all of us were nobody's perfect. Who are the people that you work with? Do you have a certain kind of Avatar or a niche? Or?

 

Sadie Prestridge

Yeah, so we are not niche like business coaches, or finance or anything like that. I'm really looking for clients online, online female based business owners, but I'm also looking for, are they willing to change? Are they willing to let us lead and take our advice and trust us, and also be able to work within the systems that we're creating? Are they able to slow down a little bit so that we can get those systems in place? And then if they respect the systems and want to work in them, it's usually not a match for me, if they're like, Oh, well, I do something this way. And I do this this way. And I don't want to use that program, because I don't like it. And I want to use this. Most of the time, my ideal client comes to us and they're like, you're the expert. Whatever your team is familiar and comfortable working with is what I want to use. You set it up, you show me how to use it, and I will use it. And then they're coming to us with questions and advice. And they want us to kind of work alongside them versus them feeling like well, your virtual assistants, and you should just do stuff. So that's a big indicator for me, like I don't really care what you do as a business owner, as far as your niche. I just want to make sure that we're partnering together to help you grow your business, that's the most important piece for me is the collaboration.

 

Kelly Reynolds 

Yeah, I mean, it's much more, it's a lot of the weight like clients coming in and teammates, I'm much more fit than, like scale or niche or something like that. Because, like you said, if you have someone come in, and they're like, I'm not gonna listen to anything you say, or, yeah, I don't care. We don't need systems, or, like, why are you coming to me? Right? Like everything. I've read your systems, and you're coming to me, you're like, oh, like systems like, this isn't gonna work?

 

Sadie Prestridge

Exactly. Yeah.

 

Kelly Reynolds 

So why are you an agency? Is it just for bandwidth? Or is this what you always wanted? Did you ever think you'd have one? 

 

Sadie Prestridge

No. So I did not think that I would have one. I didn't even know it was a thing. When I started. I just wanted to pay my mortgage. And I was happy with that. And even when I started it, the whole goal was to get me through maternity leave. It wasn't to grow into a six figure thing and have this like team of 12. It wasn't to do any of that, it was let's make sure the clients you have that you love and adore are taking care of while you're taking care of your family and kind of taking a step back. And then let's reevaluate in the fall when you come back. And instead it blew up over the summer while I was on my maternity leave. And what I've realized and why I keep pushing despite, you know, the ups and the downs that come with agency life, is I really, really love supporting and in helping clients have really great support with EVAs. And now that I have a team I really love being able to provide income are moms and wives and travel lovers and nomads and people who were able to quit their jobs to come and work for me like that, just like I have goosebumps, like, that is such a huge passion for me. Now, I want to make sure that CEOs out in the online space are getting the right type of support that they deserve for their companies. And I want to train and help EVAs who want to grow in that niche and make money and have income and time freedom. And so I feel like I'm kind of teetering on both sides, because I was a VA and I am a CEO now. So I get to see how both sides have worked, I get to pair people together. And I get to kind of be that mediator between the two, almost like a love guru. Training and supporting and helping the team members to work really well with the CEO. And I'm mentoring and supporting and helping the CEO with their strategy and grow their businesses and make sure that they understand how to work with that VA. A lot of the times the clients will come back to me and be like, hey, like, I want to help her, you know, be better in this area, or I don't feel like as a CEO, I'm supporting her in the right way. Can you help me with that? And so we'll get on a call, we'll kind of chat back and forth. And they get to see it from both sides, because I've been on both sides. And that's really, really fun for me.

 

Kelly Reynolds

I think that's a really important point here. Because a lot of us, a lot of us in our kind of online world, we fell into things, right? Because we came out of corporate, we didn't even know this existed. I didn't know we could be a six figure agency owner like right like that, that wasn't even a thing. And we start out most of us find out that virtual assistants are a thing we're like, that sounds pretty freakin good. I could be at home and I could see my kids face and not forget what they look like. And then, I mean, my commute was four hours a day before that into the city. So I was like, I will never see my child being a VA and then having to kind of work your way up and figure all the things out. Right? We were talking before this, there's not a ton of agency talk, which is a big reason that I wanted to do this series on the podcast, because I think that the people that are interested in agency, or are starting one, there's not a lot of places to go to learn about it. Right? Like, how do you do all the things? How do you structure it all that stuff? So that was a really important thing for me here. But you sound like me, and the fact that we had to figure this out on our own? And it was a lot of trial and error. How you hire someone? Well, we're gonna mess those up for where it? Oh, yeah. And like, Oh, this is totally not working. This is like, in that kind of chaos of figuring it out. Would you say like, that's where you were as well?

 

Sadie Prestridge  

Yeah, yeah. And you know, something that I'm really passionate about is a lot of what you see online is you can make six figures and time with your children and have all of this amazing time freedom. But with an agency, you have to put in a lot of work at first, like you've spent a lot of time and a lot of hours and a lot of time a way from your family, at least in my case, to get to the point where you then have time freedom. So that was a huge culture shock for me. I'm like, What are you talking about every blog and virtual assistant. Everybody's saying like they're doing it, it's easy, but they're not showing like how they got to that point, like I'm four years in, and now I have a ton of time, freedom and time away, you know, where I can spend with my family, my agency doesn't burn to the ground every other day. But I spent a lot of time getting it up and running and figuring all of that out. So that is something that people should know, it was a lot of me crying and bawling to my coach why am I spending so much time building this thing when the goal was for me to have time freedom and be with my baby. And so that was huge. That was a huge mental shift for me that nobody talks about?

 

Kelly Reynolds

Yes. And you know what that was when I had people coming to me for coaching, or systems or whatever. And they were like, This is so much harder than I thought, like, I don't understand why I can just make a million dollars tomorrow. And I was like, because you have to have like all this stuff in place, right? Like the systems in place. You have to like, if you've never managed people before, you have to learn how to do that you have to learn how to create a culture so that your people want to stay, like all of that kind of stuff. And it's actually a really big reason I started the group coaching program, the Get your agency Together program, because people come they're like, I don't know how to do this. And there's no one out there talking about it. So it was like, Okay, what if you came and sat down with me, I'm going to tell you all the stuff, right? Just because you and I had to sit on the floor crying, figuring all this stuff out. And it sucks. And I think I'm at was July so I'm six plus years and at this point, and there has been an enormous trial and error over the time. I've made choices that I think probably slowed down, quote unquote, growth, because I wanted to see my kid more and do the things like I didn't I made active choices not to be working 12 hour days because I had said, Hi freedom. I'd like to you. I don't want to be I don't want to trade Wall Street for another 12 hours at home. And I know that other people are like no, I worked 12 hour days and I got there fast. So have you had to make those conscious decisions or have they just been subconscious and what you've chosen to work on or work toward.

 

Sadie Prestridge  

It's So I definitely had to choose, I'm really big on time, quality and costs. So I have given up more finally financials and money in, like, put into my agency in order to have more time. And that's I'm in that season of life right now. And that's really important to me, that wasn't always the case. Probably last October, I got to a point where I was just ready to burn it down, I was so exhausted, and just kind of like I had to make that decision of do I slow it down and release some clients that aren't a good fit, and allow for some breathing room? Or do I take some clients on myself and just push on and see what happens next year. And essentially, I chose to slow down, I released some clients that weren't a good fit for us. And some team that just didn't, didn't work out, they weren't a good fit culturally. And then I kind of started to I hired an operations manager, I started to put more money in and take some more of my time back. And that has been a game changer. For me, it's really allowed me to breathe and have time with my two year old who now has separation anxiety. So we're kind of in that season of life where she just needs her mama. And I have to do that. And so I chose to do that.

 

Kelly Reynolds

Can I think like we need to outwardly say like, we we chose this, like I'm in my office here and not in the city for reasons. So like making those choices is totally okay. Like, I don't need to work 12 hours a day, or I can find other ways to do things. And that is okay, because the whole idea behind our business is building a business you like to be in? Not that competes with everyone else, right? There are definitely people that have been in business a shorter time than me that are making more money than I am. Maybe they don't paddleboard as much on Fridays, maybe they don't have bubble Fridays. You know what I mean? Like, maybe they're not hanging out with their kid or I don't know. So I feel like just saying that out loud and saying, yeah, it's okay to pick whatever you want to pick. It's not a competition.  Right? I think the big thing for me when I first started is I had a newborn, she's not going to remember, it wasn't there, you know, and so and she say sleep all the time, right. And so for me, kind of what I thought of is I'm giving up some of that time with her now, so that I can have time with her in the future, when it really matters when she knows like she's noticing I'm not there. Or, you know, we're not taking a vacation because mom was working all the time. So for me I sacrificed earlier in so that I could really get benefits from it, you know, now and even now, you know, I work Monday through Wednesday, I work 20 hours a week, I spend Thursday and Friday with her. And then we spend Saturday Sunday as a family. And that's super important to me, especially, you know, with the summer and everything too. Yeah, I took her to swim lessons. And I got to, you know, do that every single day with her and we're taking her to the beach next week, and we're going to Disney, you know, I'm able to take a week off, and it's not going to burn to the ground while I'm gone. And that's been a long time coming. And it's so worth it, to stick with it. And those first one to two years to get to this point. Totally. So like to have that in your head as your plan that you're working toward. Like, I know, it sucks right now. I know I have to learn 1000 things right now. You know, like, it's a lot of growing pains. And you. I feel like I hear a lot of people say like, Well, when I get there, it will be great. Right? But like, there are always going to be problems. So, but like knowing that if you are starting out now and you're like, I'm going to work really hard for this right now. And so you I get that then it gets you through it. Because it's not just gonna be magical when you get there. Like, it's still gonna be hard. Like, it's still hard, I still have to make hard decisions. I'm still worried about things because I'm a champion warrior, like. Like, there are still hard things even six years in.

 

Sadie Prestridge

Yes, yeah, it's not going to be rainbows and unicorns all the time. And that's tough for a team too. So when you start hiring a leadership team, they have to also learn how to take those punches and be like, Oh, well, we were working on this. But now this team member wants to leave or this client is unhappy. And we have to kind of pause and deal with that. And so you get used to rolling with the punches and taking the hits after you know, I feel like you could countless after about a year and a half. And then you also put systems in place right through like, Okay, what what do I do systems wise so that this doesn't happen again. Or if it does happen again, I have a plan in place or a backup plan or whatever. And so that's really where we go back to uni systems.

 

Kelly Reynolds

Right? So a recurring theme here. i So let's talk about how your business and your team is structured. Can you kind of walk me through like, how big is it? Like, what's your org chart look like? Do you have a lot of layers? Is it just you? And you know, I think you mentioned an ops manager before, like, how is it set up?

 

Sadie Prestridge

Yeah, I love that long time coming with the org chart and figuring all that out too. Again, I didn't know right. I know that I needed an ops manager and some other people in place. So right now we have a team of 11. So I have an operations manager. I have an executive assistant for myself, and she also does my social media and she works with one of our clients as well. She's I'm amazing at all the things. And then we have several executive assistants three or four right now, we have a float executive assistant. So for me a float is someone who kind of bounces around different clients when a team member needs a vacation or maternity leave or sick or whatever she pops in. So that you know, it's not me popping in and helping the client. And then we have a support virtual assistants, we have a graphic designer on the team, who's been with me for two years, most of the team has been with me a year to two years now, we have a content specialist and a system specialists, she does all of our system setups and VIP days, and all that fun stuff. And then a lot of the team, not a lot, but like the graphic designer, and the content specialists also work in my business. So they write my copy, they do my graphics. So they do a little bit of both client facing work and work for my agency, which is really cool.

 

Kelly Reynolds

That is really cool. That's you've got like a whole deck of people that are like, you've got a lot of different things going on. So you can kind of cover everything. So organizing all of this seems like a lot. How, how does everyone know what they're doing? Like? Are you scheduling tasks out? Are they assigned to a client? And they kind of run it on their own? Like, how, how does that work? How does client work and task work?

 

Sadie Prestridge

Yeah, so the executive virtual assistants work one on one with their clients through a scope. So obviously, the client books a sales call with me, we talk about scope and what their needs are, I detail it all out. And then we present it to my operations manager presented to the EVA and says, Hey, we have a new client. This is like kind of a time commitment that it's going to be this is the scope of work, you know, do you feel like this is going to work for you? Do you have the availability all those things, EVA says yes or no. And then, you know, rinse, repeat, if she says no, then we'll go to the next person, we feel it's a good fit. And then we kind of do a whole series with the client and the EVA. So we do a kickoff call with the EVA. And my office manager, they get to know each other, they get in everybody's systems and get passwords switched, and all of that. And then they book their weekly calls with their clients, they get to meet the operations manager in case they have any struggles or problems they go to her. And then we do like call recording audits and things like that to kind of stay on top of how they're managing their calls with their clients. But other than that, they're they're pretty self managed. Honestly, they have a certain set of tasks that we require within the agency. And we set all of those up during the client system setup. So it's already in their Asana, it's already assigned, there's SOPs and live videos attached to everything. And then the EVA is receiving tasks outside of those kind of day, daily, weekly, monthly, quarterly yearly tasks that we've created. She's receiving tasks on their weekly call and in their Slack. So we do like an EVA to do Slack channel, and the client will pop in there and say like, Hey, can you get this done for me this week, or next week, or in a month, or whatever it is. And then she takes it, she puts it on Asana, and she assigns it out. And the support VA is obviously a little different. So with the clients, I have a support VA, the executive assistant is assigning that VA work. So it's almost really the executive VAs assistant, it's more so like she has a huge account to clients launching and doing summits and podcasts and books and all kinds of things. And so she's deciding out of what the clients meeting what she assigns to the support VA.

 

Kelly Reynolds 

I love it. Thank you. I love all that detail that like that was like nerd level. I love it.

 

Sadie Prestridge 

I can get further into.

 

Kelly Reynolds

Like, I think that all a good amount of my listeners are ops people as well. We or people who want to learn more about systems. So I feel like levels of nerd here are totally cool. Because we all we all want to know right? We all want to know how everything's built. Like that's kind of people we are.  today's podcast is being sponsored by the Get your agency together group coaching program. This is a program I built for online service providers who either want to start an agency or to grow the agency they have so that it's organized, sustainable and profitable. Over five months, you'll be working with me and the rest of your cohort break down and rebuild different parts of your business so that they align with the life you really want to build. The modules include systems you'll need offers you'll make the team you'll need to build and the journey your clients will take. Most importantly, you'll have to look at all of these things through the lens of the goals and the values you bring to the table. For more details, go to Reynolds opm.com and join the waitlist. You'll be the first to know when the program opens. See you there.  If you have you have the system set up people have their own kind of thing. If you have someone that has to leave or has to go on vacation or whatever, how do you keep the work consistent? How do you have that coverage working so that you're not screwed?

 

Sadie Prestridge

Yeah, so each one of our EVAs across Bored everyone, even the support VAs everyone is trained, when they come in to work with us, like when they're hired, how to be an executive assistant. So they're taught, like, these are the kind of generic ways that we take a client call and we manage an inbox and we communicate in Slack. So all of those kind of basic things are trained across the board. And then we also do an availability spreadsheet. So every month my ops manager sends out a spreadsheet. And she asks, like, how much extra time do you have to take on more clients? Or, you know, flow or, or whatever, and we're constantly asking the team, you know, is there a skill that you have, that we're not utilizing, that you would like to utilize with us? Do you want to flow and kind of pick up some extra shifts and work and do some of those things. And then we also ask the team to post all of their vacations on a calendar with us. And so we can see. And we also have SOPs in place. So if they're going to be out for a week, there is a process for what they need to do, they need to give the client a 30 day notice, they need to give us a 30 day notice. And then we have a vacation crossover SOP that talks about what the VA has to do to get the float involved. So they'll do a kickoff call and kind of get the VA into all the client's systems. And then they will kind of watch them call recordings and get familiar with what the client is doing on their calls and those types of things. And then they'll watch the SOP in the womb and how to manage the inbox. So typically, what we do during vacations is we're not running the Intel. I'm not asking the new VA to run the entire ship for a week, the lead VA on the account is working ahead, getting everything situated and batching out as much as possible while she's gone. And then our float VA is really just keeping the pace, keeping the covering all the bases, nothing, nothing's gonna get broken, right. But she's not necessarily like getting on a client call or you know, dealing with money or anything like that. She may be checking the inbox making sure there's not upset clients or clients wanting to cancel or, you know, whatever it is, depending on the client, and then she's checking in and slack with the client, hey, is there anything I can do for you while she’s out. And she's just kind of keeping things running so that when the VA comes back, it's not like 1000 in like messages and ticked off plan. All of that. So we kind of do it in and out. And you know, as the float VA starts to do that more, she's comfortable with each client. So then it's kind of an extra Well, what happens if that team member decides to leave well, the float VA has worked for that client before. So we can push them into that role. If they want to obviously, get them in that role, get them as the lead. And then we can go out and hire a new float or offer it to somebody else. So we always have a backup. I had to learn that the hard way when I tend to hire women in birthing age, like that's, I'm 29. So I'm in motherhood and all of that. And so people have maternity leave, and they need to take time off. And I was constantly having to jump back into client accounts to cover because we didn't have that float type of person. So I learned that the hard way, like we need a backup for everything.

 

Kelly Reynolds 

That like there's a point in your business, you're just hoping nothing breaks, because you're like, uh, I don't have time for the contingency plan here. Like I just needed not to break, please, no one breaks. And then it breaks. And you're like, Alright, now, right? Like, because especially when you're trying to build something, you're trying to get all the things done. And even if your brain knows, I should have, like a continuity plan in case I get hit by a bus or all the things right? Yes. And then you're like, Yeah, and I have to like eat and sleep and see my kid and work. And it's nice to have a lot of time until it's a major problem. And then you're like, Alright, now, it's not a nice to have now I really shouldn't have this. And I think that that's a normal thing as well, even. Even the two of us here I'm sure are. I know mine are not perfect, because I usually make sure my clients are better than me. But even my systems are perfect, right? Even me, who will preach all day about it. But like, reality is there's only so much time and you have to do things and sometimes you just have to leave your desk. Yeah, don't want to do another sop, even if that is something that makes you very, very happy. Like it makes me. So that's alright, so here's my next question. How much of the work? Are you still in? Do you have clients still? Are you just managing the business at this point?

 

Sadie Prestridge  

Yeah, I think that it's funny, because when you were talking, I was thinking of that. People don't talk about that either. Like going from being a virtual assistant or just being an implementation all day long. And then getting ripped out of it like that was that's the whole goal with the agencies. You want to be the CEO, but then you become the CEO and you're like, Oh, well now what? Like being an implementer is so much easier. And

 

Kelly Reynolds

Spreadsheets are your friend people, right?

 

Sadie Prestridge

Like you know what you need to do and how to do it and then you become a CEO and you're like, what does the CEO do? Nobody talks about that either. How do I be a visionary and lead these people? and grow the business. And so then sometimes I kind of sneak back into creating SOPs and doing some of those things. So right, it's coming fair with you. But yeah, so I am fully out of client implementation. And that's been a recent thing, I think I started fully being out in March of this year. And again, that was kind of my, let's slow down, let's like, do some other things. And let's not speed up again, until I'm fully out and I don't have to get back in. So that's really where I'm sitting right now, as we are really focused on creating systems that don't require me. So it doesn't require me to tell you how to do the thing. Or it doesn't require me to get on the client's call because they like a set or because they have a question or because they don't know how to work with the person or whatever it is, you know, or the team member needs help or whatever. So we are really putting in systems and processes right now, kind of like an added layer of systems and processes of how do we go like three layers deep until we get to safety, right? So it needs to be my VT like the VA, and then my ops manager, and then in the future, the DMO. And then and then the CEO before it gets to me. And it should already be like a plan and a system into place. So I I'm not doing any any of the client work, I do VIP days, or agency owners who are wanting system setups and things like that. And I will do VIP days for clients who are really just needing some strategy, but I don't do any of the actual implementation anymore. And even with my own systems and processes and things like that, I'm the visionary and I'm talking it out with my team and my operations manager. And then she's taking it all project, managing it out, putting it in Asana, and then having the rest of the team work through it. And my goal really is marketing and networking and creating like a referral program, new offers packages, you know, updating my website, being on social media doing Instagram real all the marketing, all the marketing, which again is a huge shift you go from Yes, kind of be in the background to now you're like front facing and your your it like your how the business keeps growing, that you've got the team in place. You got the systems in place, everybody's ready to rock and roll. And now you have to do your job and bring in those those clients and hire.

 

Kelly Reynolds

Yeah, I think like, there's a part of me, like, as I was learning about, like, Okay, what is the CEO, right, I am at the same shape. All these people can just work, it's gonna be fantastic. And I am going to, oh, I've heard you a lot of marketing. Oh, I don't know that I want to, like, there has been a bit there was a big part of me where I was like, I don't know that I want to grow. If I only if I'm so big now that I only do marketing. That's not anything I enjoy, like I do. When it's fun. Like, I like making videos, and I love doing this podcast and things like that. But it's it's it was a rude awakening, I think where I was like, no, no, I'm gonna do the things I like. And then I'm going to smarketing and they're like, no, no. And then I had a lot of people this is, this is one of my pet peeves. i A lot of people telling me, I had to do things like if you have an agency, you have to get out of client work you that's the only way you can have an agency, or you only can have it this way. And that drives me nuts, because they're not my house, and they don't need to do. They're not living my life. And there was a long time that I said, I'm gonna keep there's like those old clients you have. They're like, Alright, you've been around forever. And I have kept client work all along. Now much less, almost nothing except for a massive project in June, which totally ruined my life. So beyond that, like I have wanted to keep some of that work selfishly because I enjoy it. Yeah. And I hate when people tell you how to do things, which is just makes me rebel. But that's why I'm always curious to see like, how many agency owners are actually even doing that. And I think there's that not a lot of them go, Oh, I really want to be a full time marketer. Like, there's still going to be places that you're like, oh, I want to do VIP days. I still want to do strategy. I want to talk to clients. I want to be involved in something besides, you know, financial forecasts and marketing. Exactly. Because if you're an opera, especially with an operations business, like if that's not your thing, if you're not a marketer, then that's not as really exciting part of it, then you're like, why am I doing this? Why am i right? So I think that that's something people don't tell you like you get there and I like Oh, really?

 

Sadie Prestridge 

What I worked so hard to do now I make real dance.

 

Kelly Reynolds

Seriously with the dancing. There's really my my Instagram is mostly my dog because everyone likes him better than anyone. Anyway. I post a picture of him everyone's like, lots of comments. Alright, so how are you? How are you doing? Like meetings and communication? Is it I don't have meetings, a little bit of meetings. Do you Is it all like online communication? How you communicate with the rest of the team? And how do they communicate with each other?

 

Sadie Prestridge

Yeah, I love that. So I'm huge on team culture. I'm very just a huge believer on if it's not fun to do what you're doing with who you're doing it with, you're not going to want to do it very long. And I like not having to hire every other month. So yeah, the team culture is huge for me. So we do so I do a call every Monday with my operations manager for an hour, hour and a half. I do an hour call with my executive assistant on Mondays. And then every Wednesday, we do a full team call 30 minutes. We do it every Wednesday. And it's really just a place for us to see each other face to face. We do a round robin, we kind of quickly go like what's going on with your clients? What's going on with you? Do you have any questions, concerns? Do you need some help? do that real quick, 30 minutes, we have fun, we hang out, we're pretty good about keeping it to 30. So far, I feel like once we grow, it'll be a little harder. And then I you know, as a CEO, like part of my job is the team culture. So I spent a lot of time not a lot. But I mean, I spend 1520 minutes a day in my slack, talking to each team member posting fun gifts and watercooler topics. And, you know, I'll throw a Starbucks gift card in there. It's like, hey, go grab Starbucks on me today. So we spend a lot of time in Slack that is our main form of communication. And then we also use boxer with our clients as well. So as far as team goes, we we talk in Slack, each client has their own Slack channel, like in my slack that just has their team, it doesn't have anything to do with the client. It's just me, my ops manager and the team members that are on that client's account. So if they have a question about their specific client, they go to that slack channel, they tag everything to tag, they talk back and forth, they get what they need, they move on. And so that goes for the entire team. So if they are working with the support VA or graphic designer or the content specialist, they go back and forth in that specific clients channel. And then if we're just talking for fun, we have a team fun Slack channel. And we post pictures in there. I like to do like a Monday Motivation Quotes. So every Monday, I'll drop a fun quote in there and just kind of give them a good start to their week. And we have lately been doing songs we've been really big on like, what are you listening to this week. And so I've been kind of creating a playlist of fun music that each team member likes. And I'm hoping to share that with the entire team will kind of have like a little themed playlist going and Spotify. So we like to do fun things like that. And then I'll post random things like coffee or tea, you know, like, just to get some conversations going. And the rest of the team, I think, really enjoys it. And they're they'll post in there as well. And they like to chat back and forth and get to know each other. And then we're doing a team culture day in the next couple of months. So we're going to do like lunch together where we'll DoorDash everybody lunch. And we'll do like a training of some kind, we've kind of been fooling them to see what they want. And then we'll do some self care topics and things like that, and just kind of spend some time together. Because it is hard when you're when you're virtual to to get that dynamic. All of the things

 

Kelly Reynolds

so yeah, that's why I'm always interested to see as well, because it's hard, right? When you're not in the same room. You can't just walk out and get drinks together or something like that. You don't I mean, it's your team, contractors, employees.

 

Sadie Prestridge

We have a combination of subcontractors, so they're like just working for the clients. And then I have contractors who work just for me, but no employees currently.

 

Kelly Reynolds  

Gotcha. Okay. Yeah, I was gonna say it's, it's, it's hard to wrangle a whole bunch of contractors for a weekly meeting. So congratulations on that.

 

Sadie Prestridge 

You know, I can't require it because they are contractors. Yeah. But I will say that they are just such team players,

 

Kelly Reynolds 

as they want to be there. Like if you make it fun, and they want the information, they're gonna want to come right, like you want to find out what's going on. Yeah, totally. I love it. Alright, so how do you pay people? And you don't have to get real numbers if you don't want to, but how'd you the subcontractors get paid? And the contractors? Like, how do you charge the clients in relation to that? Like, how does that whole structure work?

 

Sadie Prestridge  

Yeah, so we mainly do retainers with our clients. And so for us, if the clients on a retainer, their team members on a retainer, that's just the easiest way for me to do it. I don't want to have to try to split all the like, well, they're paying me the set price, but I'm gonna pay you hourly, and you're gonna like I don't, not not usually what we we try to just keep it black and white. They're all of my contractors. So like my leadership team is I like to call them they are hourly. And that's just easier for me to track hourly, we have a set budget for them weekly. And then if they need more, they just come and ask. And that's the same thing for the subs who are hourly. Every Friday, they will send a toggl report to the ops manager and let her know where they're at with their hours. And then we have a spreadsheet like internally for me to show how many hours they're using for each client, what we budgeted. Are they going over a lot? For me, that tells me like we need to have a conversation with the client because we're using more hours and we're agreed You know, whatever that looks like. And if they need more hours, let's say it's Wednesday, I've given them 10 hours for the week, and they're at eight hours on Wednesday, but they still have five hours worth of work. They know that they can slack and say, Hey, like, they'll give me that exact scenario. Because if they just say, like, Hey, I'm at eight hours, I'm gonna say, Okay, well, how many more hours? Do you need to finish your week? Is there anything we can push? Like, what what does that look like? And so we have a conversation in Slack and go back and forth. And we pay so we do invoices on the first and the 15th. So I asked them to send me their invoices first and 15 clients pay first and 15. And then we pay the team on the sixth and the 20th just would like Stripe and all those things. But they send if they're hourly, they sent a time sheet and an invoice. And then I review everything, I actually have a really great inbox system where there's like a whole little section just for Team invoices, and my executive assistant, moves them all over there. And then when it comes to payday, I just open them up, go through, look at my financial forecasting and budgeting things. Hey, everybody, we call it a day. And then my, my executive assistant has little scheduled reminders in Slack like, hey, it's payday, make sure you've got your invoices in and all that stuff. So I try to keep it pretty simple. I don't do like, we'll pay you every two weeks when you start and with the clients too. I've always just told them, we charge first and 15th Do you want to pay in full on one of those days? Do you want to pay half in half? And for the most part, they they enjoy the simplicity of that. I don't typically have anybody come back and be like, Oh, well, I want to pay you on the fifth. And then next month, I want to pay you on the seventh? It's we set up auto pays for the first 15 Brilliant adoption, half and half or whole.

 

Kelly Reynolds

so but on your retainers. Are they just like a flat fee for certain up to amount instead of like, is it like just a package rate? Or is it like you get 40 hours?

 

Sadie Prestridge 

Yeah, so we don't track hours, I will estimate hours to the team just for their management. Yeah. But I always tell them, like, Don't come to me and say like, oh, I'm going over hours, because there are no hours, there is a scope. And that's how the scope like it's laid out. Now, obviously, if the clients like, oh, I want to do a summit, like that's not in your scope, we're, we're focused on administrative work, and now you're wanting to launch that's like a whole different thing. So that's kind of how we do things.

 

Kelly Reynolds  

That's really important. And I think that a lot of people with agencies, they become not profitable, because of the way they match up their payments. And that's why I think it's a really important question. Because if you do a flat rate, and then you pay your VA hourly, they're working too much, you don't make any money, you can't pay them, all of that kind of like that you haven't looked at all the matching pieces, you know, so that's why I'm always interested to see how people structure where they pay people, because a lot of times, they're not making any money. Like they're making $1. And I'm like you manage the entire team for dollar for dollar. Like your job is to be the manager or whatever whoever's job is to be the manager of that team. And you are making no money. Like, it's not that that doesn't work. 

 

Sadie Prestridge 

And you're taking all the risks as the agency owner, yeah,

 

Kelly Reynolds  

I need to like get the software and hire the people. Like, when you're an agency owner, you have to be if you were you and the operations manager, whoever the leadership team is like, you got to be HR, you've got to be risk management, you have to be, you know, tech team, you have to be all of the things. And they no one really thinks like, oh, well, no one will pay that much for a VA. And I'm like, but they're not getting a VA. They're getting a managed team, VA, where all of this is done for them.

 

Sadie Prestridge 

Yes, yeah. And the big thing to a lot of our clients, their number one reason is they like that they don't have to go hire the VA. They don't have to continue training the VA, if there's a problem they, they know they can come to us, but also VAs change their minds, they get pregnant and so they don't want businesses they decide they want to go be business coaches. So they know that if their VA decides to walk for whatever reason, I've got another one, or I will personally jump in if I have to like they. Yeah, they will not be without that support. And that's huge in the virtual space, like to have that comfort of knowing like I can can my business will always continue running. Because Sadie's team has my back like there is never a time where one of my clients is like, I don't feel like I'm taking care of they always say like, I feel like I have an entire team supporting me, even if they only have the VA because we spend a lot of time talking. And the VA will come to me and say like, Hey, this client, she she wants to do this, like have you ever experienced this before? And I'm like, oh, yeah, someone's done that let's talk about that and see if we can help her do it. So they're not just getting one experience VA they're getting an entire team of VAs plus me and that's huge for any oh that experience.

 

Kelly Reynolds 

Right? Like you're all experts you're sharing plus all the systems that are already built. Like if you hire one VA, you have to. She's gonna have to come in and make all those systems and start from scratch where you come in, you're like alright, we already got this stuff. We're ready to go on day one, we can get all of that Setup. Yeah, and you know, your, for me virtual assistants, not they don't always know how to set up systems or know they need them. Right? 

 

Sadie Prestridge

Yeah.

 

Kelly Reynolds 

Are you okay?

 

Sadie Prestridge 

Yeah, they're just like, Alright, what do you want me to do? And the plants like, well, I've never had a VA before, what do you do? And they're like, Oh, yeah. For me, I've like, I've walked this walk a real ton of times, like, I've been around the block a couple of times. So I know what each client needs in order to be successful with their virtual assistant, or with maybe they want to hire a project manager? Well, I've worked on teams with project managers, so I can, you know, in more than likely I have a referral for you. So it's just you're getting so much more experience and like dedication with an agency.

 

Kelly Reynolds 

Yeah, and knowing the scope, like you're gonna be looking at things and go, Look, we can't launch in four days, like, right, everyone always thinks you can launch four days. I don't even like that kind of thing, where you're like, Okay, this is, this is not gonna work. Let me set you up for success. Because we have the experience, we have the bandwidth, all of that kind of stuff. And I think that is the biggest bonus of being an agency at hiring. An agency is having all of that ready, instead of like, I don't know what to do, do you know what to do? And that's worth a lot of money. And people need to charge for that, like they need to charge for that experience, and those systems and all of the stuff that you've created all along and stop undercutting themselves and making no money.

 

Sadie Prestridge 

Yeah, and I will say, as far as percentages and numbers and things like that go, my goal is 30% goes like from the clients, price, 30% of that goes to our team. And then 20% is going to me and 20% Doesn't seem like a lot. But it's 20% of the annual amount, right? So the volume is what I'm looking for. And then you've got profit and taxes. 

 

Kelly Reynolds 

And you also have to consider with an agency that you're paying the leadership team that's not a working client facing you, but you're still having to pay them through the clients that are coming in to work with the VA. So it's like a whole, how do I pay everybody with just this, like a client?

In this one hour? How has it broken up to cover all the things? The software and the stuff? Exactly, yeah. Last couple questions here. And then I will let you go. Because I don't want to keep you what are the things that you love about having an agency.

 

Sadie Prestridge 

I love having the team and the team culture and being able to support virtual assistants. A lot of people are coming online because they want to work with CEOs, and they want to do big things and make a million dollars and do all these things. But virtual assistants are so needed, like it's okay, if you just want to be a virtual assistant, it's okay. You don't want to be a business coach or an agency or whatever it is. And so for me to be able to empower them, like, hey, it's totally fine if all you want to do is come and work for my agency and work with our amazing clients and hang out with us. Like, you don't have to grow anything. So I'm really, really empowered and excited about that. But I also really love being there for my clients, and being able to help them grow their businesses, with the really great executive assistants that I'm hiring and training and spending a lot of my time and energy with. So it just goes back to I've been both and I love both. And I love being able to kind of be the person for both niches, you know, and both people. It's totally cool if you want to go out and build your own thing and be a CEO and have your own virtual assistant. It's also really great if you want to be a virtual assistant. And that's what you want to do. And you want to make a little bit of money, Mom money, we call it and spend time with your kiddos, but still have something that's not just wife and mom and stay at home. And

 

Kelly Reynolds

yeah, we call it pandas or preschool here. Do you want to go save the world and save the pandas? Or do you just want to pay for preschool? Like, knowing which one of those you want is really important to like, you know, you don't need to do all the training to be a million dollar CEO, if that's not really your goal, like? Yeah, what is the hardest part of being an agency owner?

 

Sadie Prestridge 

The hardest part is the up and down. So it's, it's the people management for me. I mean, it's the same thing in corporate, right? Like Starbucks isn't keeping their people for years and decades. And all of that people leave, people come, they go, they're unhappy, and they have problems. They don't always meet the measurements and they don't always succeed expectation and they get pregnant or their lives change, or they decide this isn't for them. And so, for me, I struggle with the like, I used to get really, really, really sick almost when someone would come to me and be like, hey, my own business is growing. And I've decided to kind of go a different way. This is my two week notice. So this is my 30 day notice like I'll need to be done with this client and 30 days. I used to just be like, alright, burn it down. I'm done. What do I do with that? I don't know. And so I've gotten really callous and it's still hard. Like it's not fun to have to be like okay, A Well, I gotta go to the client and tell the client their VA is leaving. And we're gonna bring on so and so and train that person. And you know, so that is not fun for me. That's the least favorite part for me. And also, it hurts my heart for the team to have that shift for them. And for the client, because the clients are only going to put up with so many EVAs leaving, right? Like that's just like, eventually they're going to be like, alright, this is the fourth one “come on”, like I can't, I can go hire an employee at this point. So that part for me is kind of the part that I'm just like, Oh, all right, like, I don't like it. It's not fun. But I know what to do now. It took a long time with me. Yeah.

 

Kelly Reynolds 

Yeah. Because you always get that call. And like the worst day, like you're having a crap day, and then you get that call, and you're like, dammit, not today.

 

Sadie Prestridge

Or you're taking a week long vacation? Oh, no, it was something like that. Or you come back from your week long vacation, you thought life was gonna be great. And then someone still wants to quit and the client is upset. And there's a bunch of things happening that weren't happening when you went on your week long beach vacation.

 

Kelly Reynolds

You're like, I'm staying at the beach, people just hold on a couple of days.

 

Sadie Prestridge 

Apart it down while I'm gone. But that's that's why we create the systems. And that's why an operations manager is so important because she's your right hand, and she can handle those things for you while you're while you're out. So that's really where my focus is, is I want to be able to take a month I'm throwing it out there. I want to be able to take a month and have my business. So run. That's really my goal right now. It's like, how can we get to a place where I can take an entire month away? And maybe I'm gonna have another baby? And like, stuff not hit the fan? Right? Yeah,

 

Kelly Reynolds

it's a fantastical. I love it. I think it's fantastic. I think if I if I was with my family for a month for that work that I might kill them like, yeah, the option you want the option or the option. Maybe I go away by myself for a month or something. I live in a bungalow. It's a small house with a lot of loud people, mostly my child, the dog. So I have like, Oh, my God, like my first I was like, Oh, my God a month there. What am I going to do? Why would you want to spend time with those people? My husband is listening to this recording as he's editing this. And he's like, yeah, don't come in here. Alright, my last question, I will let you go, what makes your agencies different.

 

Sadie Prestridge 

So what makes my agency different is the amount of training that we provide the team. So they're essentially going through a virtual assistant course on how to niche into EVA support. And I'm paying them to do it, because it provides that it makes it easier for me, first of all, but it provides a ton of value for them as their own businesses and like being a VA for me. And then it also works really well for the client. And so the training on the like, they don't even work with our clients until they've gone through the four to six week training, like they will not see a client before they do that. And then there's homework and there's tests, and there's things that we do to make sure that they're successful, they understand what they need to do, and then they work with the client. And then on our other side is that system setup. So we're setting that client up to be able to successfully work with the VA. And then we're bridging the gap. And we're spending some time with both the client and the VA, for about a month, we're sitting on their calls, like my leadership team is sitting on their calls, making sure everything's going really, really well. And then we're taking that step back. And we're allowing the client and the VA to grow their relationship and to kind of lead and support each other. And then we're training on the backside. So we like to do quarterly training with our team. We like to offer things like, hey, we have learned this new way to manage time or Hey, have you Do you know how to create a schedule for yourself and time block, like, here's a training on how to do that. So we're constantly providing a lot of information for our team. And then on the client side, if there's anything that we create for my business, or like the ops manager creates or whoever, like create something that I feel like my clients would benefit from, we give it to them. And so it's almost like a little membership. They're getting like new systems and processes that we create and spreadsheets that we use, and just ways of learning and training the VAs and just so anything that we have that would benefit a client or a team member we give it. So I feel like that's what makes us different.

 

Kelly Reynolds 

I love it. I love it. Because most people that are especially small businesses, they're running a consulting business or whatever that is. They don't want to do all the things. They don't want to be their HR, they don't want us to create systems. So having those people that can come in and do that that are well trained for that I think is fantastic.

 

Sadie Prestridge 

Thank you. Yeah, yeah. And that's, that's huge for us. Yeah, yes.

 

Kelly Reynolds 

All right. So where can people find you?

 

Sadie Prestridge 

Yeah, so I'm being on Instagram. I'm doing all the reels and all the dancing. I've seen her. She

 

Kelly Reynolds 

I haven't seen you dance. But I've seen her on there and watch

 

Sadie Prestridge  

me dance. It's not pretty. I have a lot of fun with it. So I'm really big on Instagram. You can also find me on my website at Prestrigde & co.com We have a freebie on there, we have a blog. I'm kind of on Facebook, but really Instagram Instagram stories. And you can find me over there in the DMS.

 

Kelly Reynolds 

And I will put all of this information in the show notes so you can find everything that she's talked about. So I am so excited that you came here today. See the thank you so much. I loved all the nerd detail. It's gonna be eye opening to a lot of people who are thinking about agency and, you know, you being honest and being like, it's hard sometimes. I think that's so important. So thank you so much for coming on today. 

 

Sadie Prestridge 

Yeah, you're so welcome. It was so fun.

 

Kelly Reynolds 

All right, we'll see you next week. Thank you so much for joining me this week. If you have an agency or want to create one, come join my facebook community. Get your agency together, where we talk all the things growing and scaling your agency. For show notes and more info and all the things head over to Reynoldsobm.com Follow me on Instagram and Facebook at Reynolds OBM. And finally, if you enjoy this podcast, I would love for you to give us a review on iTunes.