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You Should...

Jul 19, 2016 | Schedulefly Crew
When somebody says "You should," followed by advice about your business, be wary. Following that advice could be harmful.

In our first few years at Schedulefly we tried lots of things in an attempt to get the business off the ground. PR. Sales. Trade shows. Email marketing. Social media, Etc. All of these things are very conventional. They've worked elsewhere, so they should work for us, right? But none of these things felt right for our business so we didn't have our hearts in them. Frankly we just didn't want to build a business like everybody else did. We wanted to build it our way.

We stopped doing all of those things and started doing things like telling the stories of some of our customers on our blog - how they got into the restaurant business, what they loved about it, what lessons they'd learned, and so on. Those stories led to our book, which led to our video series, which led to our podcast, which is leading to our second book. All of this content is focused on the people we serve, not on us, and it's been a wonderful way to pour our energy into something we believe in and to provide something meaningful to the industry we serve. But six years ago when we started down this path, nobody would have ever told us "You should scrap all efforts at sales, PR, social media, trade shows, etc. and focus all of your energy on producing content that has nothing to do with you and is solely focused on your customers' stories."

On the contrary, a good friend of ours, let's call him Robby, was convinced we needed to advertise. He's had a lot of success in business and we all know him and like him and respect him, and he just couldn't get over why we didn't invest into a traditional advertising campaign. "You should really consider this, Wil. I know it's not what y'all are excited about, but I really think it could work." And if Robby ran this business, that's what he'd do. I'm sure he'd learn how to make it work, but only because he would be live in it and he'd put his heart into it and he'd have a laser focus on it and he'd tinker with it and make the necessary changes with it and it would be a big part of what the business is all about. And it would be a very, very different business than what we've built.

There's nothing wrong with people telling you what they think you should do. Even though I am writing a post warning people to be wary of anything that follows "You should," I still find myself occasionally uttering those very words. "You know what? You should..." It's a very natural thing to do, especially if you've had success in a domain, from business to fitness to child rearing to you name it. We take our experiences and apply them to the next person's situation, and assume if they would just follow the same path we did, they'd have the same success.

But this really comes down to having the confidence to build something you love and you are proud of by doing it your way. If we were currently running a very successful PR campaign at Schedulefly, or an email marketing campaign that produced amazing results, or we were having success with any other traditional practice, we wouldn't be as proud of the business. We wouldn't wake up every day and believe to our core in what we are doing. That's not how I want to start my day. How about you?

We add about 1,000 net customers per year while running this business exactly the way we want to, the way we are proud of. And we are perfectly happy with that. If we were adding 2,000 new customers because we were doing things other people said we "should" do, we'd be growing twice as fast (yeah!), but be half as happy (boo!).

If you want to build a business you love, one you could be a part of every day for the rest of your days, do it your way. Lots of people will quickly tell you what you should do, but if those things aren't in line with what you want to do, politely thank them for the advice and ignore it. The only thing you should do is do it your way.


If you like this post, you might also like Blaze Your Own Path. You might also like our book, which is full of stories about restaurant owners who did things their own way.

Choosing to do less

Jul 6, 2016 | Schedulefly Crew
Recently a restaurant owner who uses another software solution emailed us asking several questions about our software’s capability. I guess he was unhappy and shopping for a more suitable solution. He was looking for things we don’t do - so the response was easy. We answered no to each and thanked him for stopping by. With software being so incredibly easy to create and offer as a service now - I understand we could do so much more...

There are many reasons why we don’t do all the things we “could” do with software and with our business, yet I do understand that what we believe in unique and not for everyone. We do less on purpose and I think it’s important to explain this in order to help the right restaurants understand the kind of company we are and what we believe in. We are not corporate minded fellas and will never hire any to work with us. We do not have dozens of employees and are not looking to grow internally with funding and sales people and such. We are not offering technology to control people and processes so tightly that it takes a manager with a key to override the technology or gobs of options and settings to set and manage. We actually lean to the side of people still having to make decisions - versus technology that does it all for them. We are 5 guys with a simple solution to a simple problem that will never go away and never change - so there is no plan to change our solution.

Here’s a good summary of why we don’t do more and how we operate - to get a better glimpse inside our simple company.

We have accumulated over 6,000 customers and - with patience - could reach 20,000+ and still be a relatively unheard of company serving a tiny % of our market that is also served by dozens of other companies like ours. The 5 of us work very well together - and know each other well and we are all great at specific things. For that reason, we rarely need to talk and no one manages any one else. I speak to Tyler a few times per year. Wil and I leave voice notes to each other now and again but I haven’t seen him in person in over 3 years. Charles and Hank live in the same town as me yet I see them rarely. Usually for a round of golf or hot wings or a cold beer on Charles’ back porch. So we don’t have team meetings. We don't work in an office. We don’t travel and on and on. This keeps everything extremely simple and low cost and free from many many things that don’t really matter.

Instead, we work only when important works needs doing and after 9 years it’s still fun and rewarding work because it matters to people. Staying simple and not overdoing it (personally and in business) really matters to people. It matters to our customers and to our families. You can hear it in their voices and see it in their faces. They often thank us for not overdoing it and resisting the opportunity to do more. For this reason - we never dread work that needs to be done - because it always matters to someone. Busy work or work that doesn’t matter - that’s dreadful. So we don’t have it. All 5 of us spend more time with our families than anyone I know...and our company still grows. Every morning I see my kids and every evening we play and I give them baths and read with them. By saying no and by passing on the countless opportunities that we could pursue and instead focusing as hard as we can on those who believe we matter to now, we are relentlessly protecting a life and a company that I honestly had never dreamed could exist.

And lastly, I’ve personally written enough software to know that most of what I (we) could create will likely never matter to anyone and would just add more complexity and additional costs that come with owning and maintaining something that didn't really matter. It’s like noise on the internet. Every day there is more noise for us to have to filter through and software we have to learn to use and questions we have to ask ourselves. Do I really need this? So we are not going to add more noise - just to try and make more money - just because we could. And just because technology "can" help, doesn’t always mean it should.

For me, Schedulefly is a once is a lifetime opportunity and company for many more reasons than the software we've written. It's one to tell my grandkids about. A company like no other I’ve ever known.


Scott Youkilis, a member of the Schedulefly community, talks about the restaurant business...

Jun 28, 2016 | Schedulefly Crew
Scott owns Hog & Rocks, a highly successful restaurant in San Francisco. He's also opening Loma Brewing Company in Los Gatos, CA in just a few weeks. He took time to speak with us about his nearly 20 years in the business, and discussed everything from culinary school, to raising money for a restaurant, to business partners, to finding and keeping good talent, to staying focused on the things you can control. Scott is great at communicating his thoughts about the business. Enjoy...

All of our Restaurant Owners Uncorked podcast episodes are available here on iTunes.

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Great advice from Meherwan Irani, a member of the Schedulefly community

Jun 20, 2016 | Schedulefly Crew
Meherwan Irani and his wife, Molly, started Chai Pani in Asheville, N.C. in 2009. Today there are two Chai Pani locations and three other concepts under his watch. Meherwan tells his inspiring, refreshing, unconventional story on our Restaurant Owners Uncorked podcast series, and here are a few of his comments…

On the types of people he hires
"What I’m looking for is empathy. Do they actually understand how their actions make other people feel?  Does this person have emotional intelligence?  Can they communicate well and understand how emotionally-driven people are at the end of the day, and that how you motivate them is by connecting at that level? 

For me, work ethic is not about how many hours somebody puts in or how hard they work.  Work ethic to me is this inclination to always do something as well as it possibly could be done.  Nothing less than that is acceptable.  There are people all around us wired that way.  So, we look for that combination and then I really, actually let them run with it.  I go, “Hey, I would do no better or no worse than them in their shoes with the same decisions.”  I have trusted myself to figure it out and make the right decisions, so I’ve got to trust them, too.  As long as I have my culture carriers in there, in the midst of them, I know, generally speaking, our culture will be intact.  But I want to let these people make their own decisions.  That’s how Chai Pani Decatur runs — it’s a completely autonomous business, and my job is just to inspire and not worry too much about micromanaging their decisions."

On his research into why restaurants fail while writing his business plan for Chai Pani
For awhile I was really worried about this sort of myth or urban legend that 70% - 90% (depending on who you ask) of restaurants go out of business in their first five years.  I was really curious to find out if this is real or is this just an urban legend.  I did the research.  The University of Florida had a hospitality management program where they’d done a study on restaurant closings.  They listed five reasons why a typical restaurant would close.  They had the stats on restaurant failure rates.  I think what they said was that a third of the restaurants close in their first year - the ones that don’t close in the first year usually make it to their fifth year.  That’s when the second third closes, for completely different reasons than the first year.
But, their point was that there are all the usual suspects for why a lot of restaurants goes out of business – lack of capital, bad food, bad market conditions, location.  But all of those are completely eclipsed by the single, most overriding factor – and that was lack of a defined concept that is easy to articulate.  If somebody asked you what kind of restaurant it was, the key was in being able to answer that question as simply and quickly as you can.  And the study went on to say that’s why even mom-and-pop Mexican restaurants in strip malls and Chinese restaurants and Italian restaurants all tend to last, even the ones that aren’t that good.  One thing they have going in their favor is when somebody says what kind of food it is – you can just say “Chinese” and that’s it.  But when you have a restaurant going, “Well, we do a fusion of Mediterranean-Tapas-style but with a little bit of Asian ingredients and . . .”  Yeah, you lost me.  That was their point.  So that was a key factor in  my business plan - I  wanted to make sure my concept made sense."

On what has helped him succeed over the last seven years
"I read something that some business guy – could have been Warren Buffet or could have been Steve Jobs, or someone like that – basically said there are certain commonalities to successful businesses that are started from scratch.  The three most important things that they have in common are, number one, somebody with a very clear vision and a sense of purpose.  Number two, people that were willing to completely buy into that vision.  Almost like tribal loyalty buy-in.  And three, limited resources.  In fact, scarcity of resources.  The first two make sense.  But the third one really struck the deepest.  

I did have this real clear sense of what I wanted to do.  And when I explained it to people I knew they bought into the vision — or maybe they were buying into me.  In either case, they believed in something.  But the critical factor was that our limited resources made us really think outside the box and forced us to do things differently because we didn’t have the money to do it the way we were supposed to.  For example, opening with two hundred and fifty dollars in the cash register and not even having enough money for payroll and using social media instead of putting ads in the local paper.  We couldn’t afford to advertise at all.  Period.  Zero.  None.  Yet at the same time, anytime a charity approached us for any kind of benefit or to give food or to give gift cards or to come cook, we’d jump all over it.  So now, six years later with four restaurants and a fifth on the way, we still do that.  We don’t advertise but we give tens of thousands of dollars a year of food or time or effort for charities.  

So, those three ingredients combined created an environment that might have seemed extraordinary to you, but to us that was just the way we did things. That’s how we’re able to do it today."

More from Meherwan in our second Restaurant Owners Uncorked book, coming in the next few months. You can also enjoy hearing his co-owner at Buxton Hall Barbecue, Elliott Moss, share his passion for his work in our film, The Pitmaster.


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The inspiring story of Van Nolintha, a member of the Schedulefly community

Jun 14, 2016 | Schedulefly Crew
Van Nolintha is in Raleigh, N.C. and owns Bida Manda with his sister, Vanvisa. The term “bida manda” is the Sanskrit ceremonial term for father and mother, so the restaurant was named to honor their parents, who instilled a love of food in Van and Vanvisa and taught them that food can bring people together. Opened in 2012, Bida Manda is bringing tons of people together every day, and has become one of the most loved and celebrated restaurants in the state. I’ve visited Bida Manda personally, and I can attest to the incredible quality of the food, service, and atmosphere. It’s am amazing restaurant with an amazing story, Enjoy…

Tell me a little about your background.
We opened the restaurant on September 1, 2012. It was just my sister, Vanvisa, and I. We never really intended to open a restaurant. I went to NC State and did design and chemistry. I had a graduate degree in international peace and conflict studies from Trinity in Dublin. I never thought that we would be in the food industry. But it’s amazing the journey your life takes.

So, after Trinity I came back to Raleigh and I was really just looking for jobs in international peace and conflict studies, in community building in general. And it was right around recession time, so I applied to about three hundred jobs in what was probably the hardest, the most difficult year of my life. I got zero job offers. None. So Visa and I took a summer off that year and went to Laos and spent that summer with Mom and Dad. We just really reconnected with our roots.

When Vanvisa and I came to the U.S., I was twelve and she was nine — the rest of our family was still living in Laos. We left home at such a young age, so it was easy to assume that Laos was a long distant past. But what we realized now that we were older was that we are a direct part of that Laotian community. And looking back, food has always been so centered to my life. When Vanvisa and I arrived, we lived with an American family and the only way to make sure that her memories of home, of Laos, of mom and dad, were preserved as a small nine-year-old child was for me to cook for her. We couldn’t just go to a Laotian restaurant - we couldn’t just go to a Laotian temple. There’s no Laotian community center anywhere. So, knowing all of that I knew I had to do something to make sure that she remembered home, and food was the most direct and most meaningful tool I had. Growing up with Mom and Dad, I always cooked. I think as a culture in general, cooking is almost a sacred, spiritual experience. It was such a privilege and honor to be able to share that experience with my sister.

Looking back now, it kind of makes sense that we are in this industry. But at the time of career choices, that was not the most obvious one.

Did I hear you correctly … you applied to 300 jobs and got no offers?

Yes. Even with all of those degrees and experiences, I got zero offers. It was everything from applying to the U.N., to applying to small MGOs working on educational empowerment in Guatemala. I got so desperate, I remember applying to work at CVS to be an assistant clerk. I think my resume can be perceived as a very distracted person. But, it has definitely led into a wonderful journey.

Considering you now have one of the best restaurants in Raleigh, it’s quite an amazing journey!

I try to be sensitive to what it means to have a “best restaurant.” I think we are definitely learning a lot. And I think the most fascinating thing for us is that what we do at Bida Manda really is just an extension of who we are. Our menu is nothing more than the dishes we remember eating growing up, the kind of dishes that I cooked for my sister to make sure that she remembers home. It’s not a creative process. It’s just a genuine offering from our family to our community here. It has been a very empowering journey to see that what we do is meaningful to the community and the community celebrates our narrative and authenticity to our food.

Let’s start from the beginning. How did you begin the process of opening your restaurant?

The first stop when we came back to Raleigh was I went to Barnes & Noble and I bought a phenomenal book that’s called Opening a Restaurant for Dummies (laughs). It really was that fundamental. We did not know anything. We did not know how we were going to look for space. We didn’t know how we were going to look for funding. How are we going to find a chef? What is the legal complexity of it? We didn’t know anything. So, we really started from scratch. I remember coming back and just kind of being shocked about the kind of resources in the community that were lacking at the time. How do you open a restaurant?

We were fortunate at that time to have the kind relationships in Raleigh that really allowed that to be a positive journey. I remember emailing Ashley Christensen and saying, “I would love to learn from you. Can you please mentor us?” I remember reaching out to Chris Powers at Busy Bee and Trophy Brewing. I remember emailing Angela Salamanca, the owner of Centro and Gallo Pelón Mezcaleria. She’s from Colombia and one of my closest friends now. I said, “This is my hopes and dreams and passion and heartbeat. I would love to learn as much as I could from you.” And surprisingly, all of these successful, meaningful leaders in the food community said, “Yes!” And it all started with saying, “I love what you do and would love for you to be a part of this journey. Please train us. Teach us all you know.”

Those are very well-respected, successful restaurant people in Raleigh. It says a lot that they offered to help.

The response was “We are so excited that you’re passionate about Laotian food and your family narrative and your love of people. Let’s make sure this happens.” And I think that positive seed, that supportive tone, really changed how we approached the process. Instead of it being a business journey, it really was about relationship building.

From not knowing anything about the industry, we were granted so many relationships with people who know. I think the humility of saying “I don’t know” and “I would love to know more” really opened a lot of opportunities and positive relationships in our lives. And that is something that we will forever treasure. That’s how it all how it all began.

I was also fortunate to have a very supportive and loving group of friends. A lot of things from the construction of the space to a lot of the legal help to graphic design were donated and volunteered by our friends. We always use the visual image of our sticks on the wall that were completely hand-tied by our friends. We had about fifty of our friends working on that. We didn’t have much funding so I gave all of them a Miller Light and we really just built the space together.

I think our guests can see a lot of the passionate hands that were involved in the making of the space, that are still important and meaningful to us today. Bida Manda is nothing but a reflection of what a tremendous, positive, loving community we have in Raleigh.

The hospitality at Bida Manda is phenomenal. What are you doing to provide that kind of atmosphere consistently?

I think the consistency is difficult and especially providing an intimate, meaningful, personal experience each and every time. That’s very difficult in any restaurant. At Bida Manda we serve more than three thousand meals a week — how do we create that kind of consistency? It’s an ongoing challenge. But our goal wasn’t to be wealthy — our goal wasn’t to create the best restaurant in Raleigh. Our goal was to make sure that we share our narrative, food and culture with our community the best that we know how.

I think it’s that authenticity to what you love and allowing that to be the beginning of every decision-making process. Then it will always be something that’s organic and true. I think “hospitality” is an interesting word because for us it really is us hosting and welcoming people into our home. It doesn’t get any simpler than that. Food is such a basic life offering. When we overcomplicate that experience, that’s when it gets tricky. For us it really is about how we continue sharing our story and welcoming our guests to our home, and caring for them like we were caring for our friends. That is our basic principle at the restaurant. We try to care for our friends and family and community.

It’s your story and your narrative and it’s very personal to you and Vanvisa. How do you share it through your staff?

I think sourcing the right team is probably the most important ingredient in what we do. How do we create a team that’s cohesive and creative and fires all together to yield this experience? We spend a lot of time on the front-end of the selection process. We put a lot of attention and resources into that beginning phase of training and recruiting. It is so important to us that it doesn’t matter if that person does not even have service industry experience. What we are looking for is always someone who’s capable of caring — someone who is genuinely passionate about life. And that doesn’t have to be food. We have a lot of artists. We have a lot of “makers” in the world. We have a Yoga instructor. We have a lot of students who are waiting to go to medical school. We have last year law school students. We are looking for people who are passionate in what they do, and in turn, they bring that aliveness to what we do and it adds a level of complexity and meaning to what they do.

“Intention” is the big word in our training process. And intention is actually really hard to train someone that doesn’t already carry that sense of pride in what they do. How do we make polishing glasses as meaningful of an experience as talking to a guest as a table? What we have learned is that when we find someone that takes a lot of pride and meaning in what they do and love what they do, that translates directly to our guests’ experience. We have such a phenomenal team and community at the restaurant that I’m so grateful for.

I think a lot of our success comes directly from that team. Developing and co-creating that team is very important to us. A good example is we take our annual staff retreat once or twice a year. We take three or four days off from the restaurant, and we spend some time somewhere else. The first year we went to Asheville in the N.C. mountain, and last year we went to Wilmington on the N.C. coast. It’s just really allowing our team to go through a shared experience, setting intentions and goals, and showing them how to work for each other’s development. We are just a community of passionate people who are just absolutely in love with what we do, and wanting to care for our guests.

Do do you close the restaurant for a few days when you do this?

Yes, we do. It’s always a few of the best days of the year, especially for back of house and front of house to coexist in one home. We usually rent a big home and just cook together. Last year we had Tim leading a Yoga class. And we have massages. We share common readings and reflection times. I do my cooking class. It really is about being present and intentional together. When you have that seed, it’s really easy to develop at work. This restaurant is an extremely aggressive and intense environment. So for us to go into a shift feeling that you are with your team and you are with your family, I think it helps with the operation.

We'll be filming an inspiring video featuring Van later this year, and you can listen to his entire interview on our Restaurant Owners Uncorked podcast.


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Great advice from Sean Scott, a member of the Schedulefly community

Jun 8, 2016 | Schedulefly Crew
Sean Scott owns Subculture Coffee, with locations in West Palm Beach and Delray Beach in Florida. When Sean and I spoke for our podcast we talked about about everything from the trust and relationships formed between coffee buyers and the farmers they source their beans from, to the risks of bad weather harming coffee bean crops, to the trial and error of the craft of roasting great coffee, to issues that are relevant whether you are starting a coffee shop or any type of restaurant. Here's a great example...

What are some of the things you learned when starting that you hadn’t thought of before you got started?

I think a lot of people, me included, underestimate just the liquid cash you should have accessible when you start. You think, “Alright, so I have the build-out paid for” and you tend to spend everything before you open. You think, “Well, we’ll make money once we’re open.” I think that’s a bad move. If I had to do it all over again, I’d have more money in the bank just because you’re going to have to do a lot of promo. You’re going to waste a lot of products. You aren’t going to make as much money as you thought you were, because things might happen slower, things break, etc. Usually opening is delayed a lot longer than you thought. There’s way more permits that you have to pay for than you had anticipated. There’s way more licenses that are a hundred-and-fifty bucks here, a few-hundred-fifty bucks there. A lot of people just focus on paying for the build-out, but they don’t really pad their account. I understand because a lot of people don’t have access to the capital to cover all that. But I think it’s really important. That can make or break it, especially in the first year.

How much capital should you have?

I would say six months is good for us. I would also advise that if your personal finances are a mess, you probably shouldn’t go into business. A really good litmus test is when I’m talking to people who are considering this, I ask “How are your personal finances?” Not the specifics, but if you have a hard time managing your personal finances, and if you can’t figure out ways how to save money then business might not be the place for you. You have to be able to do that. We price out per cup of coffee, lids, cups, coffee, milk, sugar - I know exactly where everything’s going. The same thing applies in your personal life. If you don’t know where everything’s going, then there are going to be a lot of holes in your boat - maybe losing a lot of money. I was always very conscious about accessing my own checking account when I was twelve and had to start buying my own clothes and all that stuff at a very young age. Accounting has always been something that I’ve had a focus on and been aware of. It’s almost natural. But I found that for a lot of people – like my wife – it wasn’t like that at all.

We moved in with my brother before we opened the first coffee shop and we just shared rent with him. We had one car instead of two cars. We minimized our lifestyle before we opened the shop. Don’t expect to maintain your same lifestyle. Minimize it on purpose so that you require the least amount of money when you’re starting up. Then, expand it as you can afford to as you grow. I almost put more emphasis on your personal life before you open than I do on your vision of the business, because there’s a definite correlation to how you run both and the ability that you’ll have to navigate rough waters and make it through and survive.

No matter how diligently you plan, and how conservative you think you are, it will still take longer and cost more...

Absolutely. For sure. I think that’s without a doubt. In my six years of doing this there’s never been a time where I’m like, “Oh, that was faster.”

Sean shared plenty of additional great advice during his interview, so give it a listen if you enjoyed this piece. You can subscribe to our podcast series on iTunes for free.


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The moment I had to accept that what I was doing wasn't working

Jun 1, 2016 | Schedulefly Crew
Nothing I was doing for Schedulefly was working. It was 2010, and everything I had tried since the fall of 2008 had not panned out. Rather than continue to convince myself patience would pay off, I needed to get uncomfortable and try something different.

For nearly two years I had tried doing what I knew: selling. My sales efforts took shape in several forms. Selling to chains. Selling to restaurant groups. Selling at a trade show. Selling door-to-door. Heck, I even tried selling magazines on writing stories about us. None of it worked. I felt so dejected. I couldn't believe that what I had done for my entire career in business was showing zero results. And because I couldn't believe it, I stubbornly kept trying it for longer than I should have. My intuition was that if I kept at it, it would eventually start working. But it never did. Before I stopped selling, I tried setting up partnerships, figuring sales people that had restaurant customers could sell for us. That didn't work out either.

One day I sat quietly on my back porch, closed my eyes, and sighed. It was the moment I had to accept that nothing I was doing was working, and I needed to find another way to help our business. That's a tough moment because it can be scary to start from scratch and force yourself to learn to do things you've never done, but it's an important moment if you are going to find a way to move forward and figure out something that works. I don't remember when I decided to start recording interviews with restaurants owners and post the recordings on our blog, which eventually led to our book, our video series and our podcast channel. I could make this story more dramatic and claim it was at that moment with my eyes closed. But it wasn't then. It happened later. But it only happened because I experienced that moment.

That experience taught me that when you get outside of your comfort zone and finally let go of something that isn't working in your business, you liberate yourself to grow and learn and find something better. Right now I'm sitting on that same porch, answering Schedulefly's phone calls, writing this post, and working on ideas for our next video, and because of that our business is doing much better than it would be if I were out on a sales call.


The day we ended all of our partnerships

May 24, 2016 | Schedulefly Crew
One afternoon in 2009 I placed three phone calls. Each call was to a partner of Schedulefly. I cancelled all three partnerships within a few minutes. It felt great.

Early days, we weren't sure what would work to help us get more customers. We decided to try a few partnerships. One partner was a guy in Canada who promised the moon but didn't produce anything. Another was an office of a large food distributor. We even had to pay to be in that one-year program. It was such a disaster that we cancelled before the year was up. We would have been better offer burning the money and saving the time and energy I had put into it. The last one was a regional food distributor. That partnership was only a few months old on the day I made my calls, but we've never stuck with something for long if it wasn't working or if we didn't enjoy it, or both. Partnerships fell into both categories, so when we made the decision to wind them down, we did it without hesitation, without remorse.

Since then, lots of potential partners have requested to schedule calls with us. We quickly decline each opportunity. We won't do another partnership. Some reasons...

1. Too much time - I spent a lot of time on those partnerships. I got on planes to fly places and conduct training sessions. I had a lot of conference calls. I put together tip sheets and marketing materials. It was a lot of work and took a lot of my focus, which kept me from focusing on other things that worked better and that I enjoyed.

2. Somebody else speaking for your brand - Partners speak for your product, your company, your brand. I don't like that. How do I know what they are saying? Or how the are portraying us? If you care to your core about what your brand stands for, why would you entrust any communication about it to anybody but your team? My last business went through an acquisition. I couldn't stand the way the people from the acquiring company spoke about our company, and they had every incentive to get it right! How can some group of people that have no connection with your business other than some executive they report up to telling them to try to sell your product to their customers be good at representing your brand? They can't. I promise.

3. Referrals are best when natural and referrer has no skin in the game - If we pay people to tell their customers about Schedulefly, then is their recommendation an honest, unbiased recommendation? Of course not. It can't be. End of story. We have grown through word of mouth all along, and it's a natural, organic process. We don't pay people to spread the word. Heck we don't even ask people to spread the word. They do it for whatever reasons they do it, and that's the only way to know a referral is honest and real.

I won't dive into how complicated our business would be today if we had a bunch of partnerships. We might (I emphasize "might") have more customers, but we'd also have a lot more headaches and I'd be spending most of every day managing them. Building a business is hard enough, but if you are in it for the long haul, be very careful before you consider any partnerships. If this post hasn't convinced you to avoid them, read this one and this one.


How 1 becomes 260

May 17, 2016 | Schedulefly Crew
Last week a customer called and asked me if we would add a check box for something he would like to have included in our software. He said, "I know you are trying to keep Schedulefly simple, but this is just one checkbox." I told him we'd love to, but we needed to pass because we are relentless about making sure our app is straightforward, clean and simple. He said, "But Wil, it's just one checkbox."

I could tell he felt like we were being unreasonable, so I explained how 1 can quickly turn into 260. You see, every week we get a call or email asking for a "small addition" to Schedulefly. A check box. A link. A setting. A field. It's always a seemingly minor addition, and it's almost always a first-time request - something that particular person would like to see that nobody else has requested. Sure, we could add each of thee requests, but then in 1 month we'd have four or five new buttons, checkboxes, etc. In six months we'd have 26. In a year, 52. And in five years, 260. Our software would almost overnight go from being simple, clean, crisp, and straightforward to a clunky, complicated mess. And the people who love it today for it's virtues would wind up despising it.

Back in 2008 I asked Wes if he kept a notebook with a list of suggestions. We were still making regular changes to the software and we received tons of suggestions at that time. I assumed the answer was an obvious "Yes." But he just shook his head and said, "Nope." Wes knew even then that we would never add something unless it was in very, very high demand and presented a clear gap in the app. We didn't need a list, we just needed to pay attention. The necessary changes unveiled themselves. Eight years later, we might make a small tweak here and there, but for the most part Schedulefly is what it is. It's not perfect for everybody, but it's perfect for the perfect customer, and close enough for the rest.

When I explained the 1 to 260 scenario to the guy who called, he laughed and said, "Wil, I never thought of it that way. I'm so glad y'all look at it like that. Man, no worries at all. Please don't change anything - I love what you are doing!"


It's not terribly sexy, but it's one of a kind

May 3, 2016 | Schedulefly Crew
3 years ago (this month) I wrote this post about the 5 of us here at Schedulefly reaching 3,000 customers. At that time I was writing about it because of how unusual it was to have grown to that point and with that many customers and have just 5 people in the company...who were not in the same office and had actually only once been in the same room together.

Previously we all worked together for a business in Raleigh and worked in offices and saw each other much more. It was a much different company with a company hierarchy where everyone had titles and there were loads of meetings and team lunches and a product roadmap etc. It was a great business - just different. Looking back at those days and then that post from 3 years ago and now today….it’s almost as if fate brought us all together back then as way of ensuring that our future could be different. Maybe even better. I swear - that wasn’t an accident. It was fate. I really believe that. Not many things in life line up like the 5 of us have.

So today I am writing about this because in the coming week or so the 5 of us will be serving 6,000 customers. Still just us 5 - but twice the business.

I am writing about it because we have grown significantly and nothing about our growth has anything to do with hiring or opening offices or expanding internally in any way. Most of what you read on the internet now about technology companies (especially software companies) is about massive amounts of funding and hiring and growing internally. Even if new paying customers are slowly trickling in. That’s crazy, but that’s sexy growth. It’s what the media is looking to write about. It’s sexy for them to post and share Instagram photos of really cool company offices with giant 27in Apple Monitors on office desks and laptops on small tables with loads of employees sitting on bean bags and eating pizza and having stand up meetings where people are literally writing on the dry erase chalkboards that also function as the room’s walls. It’s sexy for them to talk about the recent round of funding that company just received and how they expect to spend it. It makes sense and it’s why we all read about it. It’s fun to read and look at - but damn the overhead and expenses must be stressful to at least one or two people there. I can’t imagine the stress of pulling up to a really cool office filled with smart people and the building pressure of finding customers to pay for it all. I think the stress of being forced to bring on paying customers in order to pay for it would do me in.

For that reason - we still don’t have an office. We have no plans to hire anyone until it’s necessary. We still don’t meet. We still don’t spend a bunch of money. It’s pretty amazing and I thank the other 4 guys for all of it. The cool thing and the reason we can do this is that each year more and more companies enter our market with a similar service and that gives restaurants better choices. These better choices help our relentless effort in staying simple and bringing on the right customers and letting what may be the wrong customer find a better solution. You see - customers that are not just perfect need more from us and have more questions. I’d rather them find a better solution and free up the 5 of us to welcome the right ones. That way we can grow without having to add more overhead.

To finish this up - my main point here is clearly that there are other ways to grow and while it may be much slower and way less sexy, I’d argue that over time that it’s less risky and overall less stressful and can still end up being a really great business. Because it has. I've been asked dozens of times why we don't do grow differently and do things to grow faster and I think it's because I don't appear to be stressed and they've never heard of us.

So here’s to the other 4 guys in this business and for reaching 6,000 subscribing customers and for staying in our lane. 10,000 is just a matter of time.