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Justin Esgar:
My dog apparently is at the park. No one told the dog to go to the park, but he's apparently at the park.
Eric Anthony:
How do you know that He's at the park.
Justin Esgar:
I got a text message from someone saying, hi, I have your dog. I'm at the park. And I said, oh. That's when I said, oh, [inaudible] I walked out. Cause I had to go tell my wife, go get the dog from the park. She goes, how is the dog at the park? She went downstairs. Our front door is wide open.
Lucas Acosta:
That'll do it.
Justin Esgar:
Yeah. I thought it, I
Eric Anthony:
I thought maybe you were fancy and had a g p s collar on it.
Justin Esgar:
I do. I, you know what's funny is I have an apple air tag on his collar and it has done me nothing.
Lucas Acosta:
<Laugh>.
Justin Esgar:
Maybe my dog will show up. Maybe not. Who knows, but who cares? Cuz we're recording the What's up everybody? Welcome to the All Things MSP podcast. I'm your host Justin Esgar. With me always as my good friend, OG host, Mr. Eric Anthony, founder of All Things msp Facebook group. Eric, how are you today?
Eric Anthony:
I'm doing amazing today because I don't have a lost dog. But besides that, and if you wanna see what that's all about, check the outtakes at the end of this podcast. <Laugh> how are you today, Justin?
Justin Esgar:
I'm good, except I have a lost dog, <laugh>. So I'm so glad Apple gives us technology to find things. It didn't tell me that my dog ran out my front door and went three houses down to the park, but again, stay till the end. If, if, if for no other reason did they hear me complaining about why my dog ran away. But he'll be home soon. He'll be fine. Speaking of dogs, and I'm just kidding. What's up? I have, I have the, I have a good friend of mine who I'll, I'll say I'll, when I, every time I see him, I say, yo, dog. I don't, I don't know where I'm going with this. It's been a day. You're trying
Lucas Acosta:
To segue. That's, that's all right,
Justin Esgar:
Man. Trying to segueway. It's not working. Let me try it again. Sorry. <laugh>,
Lucas Acosta:
<Laugh>.
Justin Esgar:
I've never, I've never screwed up like this. Also, this is probably all staying in the, in the cut. My dog is fine. He's back. He ran to the park by himself. Wanted to get some sunshine. My apple air tag did me nothing. So, thanks Apple. Speaking of Apple, I have a good friend of mine, an Apple consultant based in Atlanta, Georgia. My good friend Lucas from Fuji. What's up Lucas?
Lucas Acosta:
Hey, man. I'm just happy to be here. I love learning from other MSPs and just getting some stories from the trenches.
Justin Esgar:
Just diving right into it. Aren't you my friend? <Laugh>? Yeah. Lucas, before we start why don't you tell the listeners who may not know who you are, give us like a two, three line. Who are you, what do you do? And what'd you have for breakfast today?
Lucas Acosta:
Hmm. Today I had Chick-Fil-A <laugh>,
Justin Esgar:
Which
Lucas Acosta:
I'm from Atlanta, so that is perfectly on brand. I, it was this dad kid event that goes on once a month at my, my daughter's school, and they serve Chick-fil-A. So Nice. That's what I have. So for a very brief backstory Fuji's now been around for 15 years and we started, I say we, I had a co-founder at the time. He left after two years because he learned running a small business wasn't his cup of tea. And that was a very like, big learning moment for me too. I was like 24 at the time whenever he left. But anyway, started doing break fix work in 2008. I had just come from an Apple store where I was doing training and thought that, you know, making around a hundred bucks an hour would be super easy work and I could just fix wifi networks.
You know, maybe like how a lot of us started. Back then Apple still made servers and mail servers and I was just, you know, super excited to jump into anything that would really pay <laugh> pay my bills and to fast, you know, fast forward now we are a team of eight. We are in four states and, you know, can do a lot of work of our work remotely. And we are about 90% of our revenue being M s P type of work. So it didn't happen overnight. It was a, a gradual progression, but we're, by focusing on kind of like what we wanted to be good at, we s you know, were able to progress that M s p per, or the, the recurring revenue percentage over the years. We started saying no to deployments at K through 12 schools to saying no to the big, you know, enterprise type projects and just focused on the Ms P work. So yeah, that's a little bit about Fuji.
Justin Esgar:
That's awesome, man. And you and I have been friends for quite some time. You actually did a presentation at my conference, ace conference back our second year. If you remember. We were in Austin, you did a whole thing on on how to do video. Cuz you have a, you have a face for video, I have a, I have a face for radio. It's a very different lifestyle between you <laugh> that the two of us live. And so I've, and just put it out there right at the beginning, I've, I've always enjoyed our friendship and our talks, and I'm happy to have you here today. But Eric knows what we're talking about, so I'm just gonna give him the mic. <Laugh>.
Eric Anthony:
Oh, great. I gave you all the words. Come
Justin Esgar:
On. I heard I'm so frazzled by this dog situation, <laugh>,
Eric Anthony:
And by the way, I'm the one with neither the face nor the voice for a podcast or a video or whatever. Anyway. Hey,
Lucas Acosta:
You're doing the podcast. I'm not so <laugh>, you got something
Justin Esgar:
<Laugh>.
Eric Anthony:
I just like MSPs. I, it's what I do. But yeah, we thought it would be interesting today because all three of us have either are an MSP or have been one at some point, and we thought it would be really interesting and educational for the group to talk about the things that we probably shouldn't have done and what we did to fix that. So who wants to go first?
Justin Esgar:
I mean, we can get the jokes outta the way. I shouldn't have started an Ms. P
Lucas Acosta:
<Laugh>, <laugh>
Justin Esgar:
Moving beyond that, cuz that's not why the listeners are here. Well, well, let's let Lucas go first. Lucas. I mean, unless you want one of us. You, you and I have been in business the same amount of time, so it's not like I'm more seasoned than you are or anything like that. Though it does sound like the Chick-fil-A is more seasoned than both of us. You know what, <laugh> what do you think?
Lucas Acosta:
Yeah, like, I think, well, what's funny about when we were talking about, you know, these, these stories that, that we've all got the idea came up of that we're just all guessing anyway. And I know one of your recent episodes you had like Paul Green on which that was the phenomenal episode if you guys haven't listened to it on marketing for MSPs. And now of course he's, he's got quite a, a tight operation where he's really helping organizations with their marketing and that's why we need people like Paul Green. But the rest of us, and I don't know if I can't speak for you guys, it we're all just kind of guessing what yeah, what will work, whether that's policies, right, like HR stuff whether that's technical, you know, apps that we're gonna start using or or clients to take on or not, or how to bill and whatnot.
So that is just kind of a fun question. Like, w what did you try that once you did it, you realized, oh, this actually wasn't that big of a deal, or it was actually way better, why didn't I do this, you know, before? Yeah. and one that i i from early on that kind of ended up sting us. So this isn't a great <laugh> example of like, Hey, just try, but I'll start with the failure first. And that is a unlimited vacation time. I was inspired by all these Silicon Valley, like, you know, <laugh> benefits packages. Like back when that was the cool thing to do was, no, hey, no vacation policy. Take it whenever you want. And what I learned is that it works for most of the people on your team. You know that. Yeah. And we didn't really have problems with it.
Everyone ended up taking, you know, around three weeks of time when I kind of did the average over several years. But where it bit us is there was a customer an employee with a medical issue and we had no idea how to handle it. And that employee ended up being remote for a while, then completely off the grid for six months. And, but we're a small team. We care for each other. We know that, you know, they're supporting their families and whatnot. So we, we did everything we could to still take care of that employee. And we did. And they, they came back. And it was great working relationship, but it, looking back, I don't, it, it put the company in a very difficult position, put the rest of the employees in a very difficult position, put our, our cash flow, you know, kind of in a bind because they weren't able to work. So it was like a reminder that well, hey, w w we, we did change that policy. Hopefully someone listening <laugh>, if you do have an unlimited vacation policy, you can you know, think about that and maybe set some limits around what that looks like. But that was an example of, you know, trying and failing, but it wasn't the end of the world.
Justin Esgar:
I think the I think we as small businesses all try to model after the bigger businesses and say like, oh, if they can do it, we can do it too. But like, the one thing we forget about is there's a reason why they're a big business, right? <Laugh>, if we try to model the unlimited vacation policy off of Google, if someone takes six months off, Google has now hired four people to replace them. Meanwhile, we cannot do that, right? And so there's a lot, I mean, we do the, the unlimited vacation policy also, but now I'm thinking like, in our handbook, we should put like a double asterisk with like within reason or whatever it is. But there's a lot of those, there's a lot of those little things that, and and you said something that was really important to me, which is you said you care about your employees and their families and, and Right.
That's really important as a small business. But part of me also wants to just say like, sh as owners and I, I'm, I'm perfectly knowing that I'm gonna start controversy here. Should we care? Like, because the, the fact is like, no, hear me out, hear me out, right? I, of course, I care about my employees, right? One of our employees had an issue with a pet. I was worried about it. I was checking in, making sure everything's okay, whatever it is, right? Mm-Hmm. <affirmative>, I let them take a toy off. They needed time fine. Like, but at the same time, if I wasn't nice about it, that person still would've taken that day off and may or may not have come back to work. And I could have hired somebody new. Like, is the only reason we're being nice to people is because the talent pool is not that strong right now?
Like, or, or are we just more afraid that they're gonna go on glass door and be like, Justin's an a-hole? Like, I know where I stand in life. I don't need someone to like put it publicly, whatever. But like, why? I think part of it, the question is why, right? And, and I'm, don't get me wrong, I'm doing this on purpose, right? Like, I'm not trying to don't not care about people. I'm, I'm talking this on purpose. Like, and this goes through the entire system, right? It's not just unlimited vacation policy. It's, it's for everything, right? Think about all the benefits we have. One of our friends gentleman named Chris Holmes from Rooted Consulting, for example. He has a really, he has something that I've never heard of anyone do. He talked about this as ACEs last year. He actually buys every employee a new pair of sneakers, like every six months.
Like, wow. Cause his team walks, they walk around a lot where they are big metro area and he understands the need for good footwear. Like, and we're not even talking, we're not talking, he's not buying like Air Force one s, right? Like we're talking about like white on white new balance, like the kind that your dad wears. So, but like, but why, like, the question is why. And so is that are we making a mistake by, I know we're going on a tangent, but we've talked about this in another episode. Our podcast is not linear. We're just a bunch of tangents. We're the multiverse of podcasts. <Laugh>, are we making a mistake by caring for our employees? And I want you to say, no, <laugh>. <Laugh>.
Lucas Acosta:
Is this where I talk <laugh>,
Justin Esgar:
It's, it's open forum? 'em, Or, or,
Lucas Acosta:
Okay. Or was that a a rhetorical question? No, no, I think you're right. And I, I came obviously with policies like that you can see I came from like well, I guess the win the lens I'm always looking through is what kind of company would I wanna work at? Yeah. Right? Yeah. And I think we are all ki kind of conscientious of that. It's like we wanna make a policy that we feel is ethical and, and whatnot. And you know, there is a point though where you, you can end up damaging the organization. You know, the organization is not you as the founder or a leader or an engineer, an employee. The organization is its own entity. And it, it needs to have boundaries, I guess. And so without get this turning into like a therapy episode, <laugh> you know, we have to have boundaries.
You guys were even talking about that on recent episode of having boundaries, like finding the right clients, you know, and knowing what kind of clients like setting boundaries in, in your m MSA with, with your clients. And I think we have to do the same thing for our policies too. Like, yes, we care for them. We whenever our issues come up, cuz life does happen. But also what's gonna protect, you know, the, the organization a as the unit, which, you know, what's also helped me is getting other people, this is another tangent, but getting other people on a leadership team, like forming an actual leadership team instead of just like seniority or, oh, that's the senior guy that knows networking and ad and the most advanced identity management stuff. But creating a leadership team where these are not decided in the echo chamber of our own minds. So that, that has kind of helped. Do you guys have leadership any kind of yeah. Anyone helping make decisions on policies like that?
Justin Esgar:
I mean, Eric's the leader. I j i when it comes to policies about the podcast. I just fall, I'm just a soldier. <Laugh>, I'm just a but at Virtua yeah. So a lot of it does come from, from me and we have our directors and our two directors and our president and myself have a meeting and we kind of go over that kind of stuff and we're slowly getting into those, those conversations around policies, right? Especially because part of, I mean, for us it's a little different cuz we just acquired a company last year. We're still working on merging and getting all the, the policies for both companies to be on the same page and like how things are gonna work. And that's, that's, that's a, a very difficult and a very different kind of conversation than, than doing that.
But like, yeah, bringing it back to policies and what we're talking about in the original, like, I mentioned this to my team the other day. If I were, we don't have a psa, right? We don't use, we don't use a psa, we use Zendesk, we use fresh books, we use click up. We're broken up all over these things. And I said to my team the other day, I said, if we were starting the company today, we would start with a psa, right? Because I know especially on the Apple side, a lot of Apple consultants don't use a psa. They weren't really built. They don't, they don't really built for Mac people. They don't integrate well with Mac stuff, but they're solely getting better. And so that's one of the things where we're now actively looking for something, literally had a phone call with, with a potential one today.
And we're, because we want to fix, it's not a mistake, right? But it's one of those things where like, and I think this is what the bigger problem is with the entire conversation is I cannot go back in time to tell myself to do different things because those things didn't exist. Right? Right. In 2008. In 2008, PSA wasn't Eric's gonna check me on this one cuz he was, he, he because cuz pc No, because pc MSPs are different. Definitely in the, in the Apple side. P PSA was not a term that was used at all.
Lucas Acosta:
Correct. I learned that term. I think at like a, a general M s P conference in Atlanta. Now, see it wasn't with the Apple Pierce
Eric Anthony:
On the Windows side. It was there, like I started because a lot of people know my story. I had a break fix company and then I started my MSP 2007. I knew in 2007 when I started that MSP that I needed two things. I needed a PSA and I needed an rmm. And so, right in the Windows world of things, in the PC world of things, those existed. But back then Mac and Windows were even more separated than they still are today. It's a lot closer today because we've realized that you know, my, the expression that I always use is you go into a boardroom of any business, right? And look and see what computers are on the desks. They're max even if the rest of the organization uses PCs, the decision makers, I think, I don't think I'm stretching it here to say at least eight if not nine times outta 10 are using Max.
And so it's always been critical to me that you include both. But back then it wasn't the same as it is today. I think it's interesting that this podcast has turned from don't do what we did to HR policies and leadership <laugh>. Now I think it's relevant. I think it's very relevant though, because I think one of those things that we've kind of sussed out here is that this is a major concern for most MSPs. Most of us start and for a very long time run it ourselves out of our own head to use, you know, kind of your words Lucas you know, policies are tough, HR is tough. But one of the ways that we can get through, and we were talking about this a little bit before the show about how it's really important to, how do I wanna put this to kind of test things faster. And so one of the ways to test things faster to get to the right solution is to float it to other people, right? Yeah. Yeah. Is is share that with a leadership team, with a team of peers that you network with with a mentor or coach if you have one. It's really important to have that leadership team, whatever it looks like whether it's employees, whether it's peers, whatever.
Lucas Acosta:
And can, can I share something that kind of unlocked that for me? And it was like this misconception Yeah. That, that prevented me from sharing too much, is that I didn't want to bother my team. It was like I, hey, I'm the one who signed up to run the company and you are here as an engineer of, you know, this certain specialty. Listen, you've got tickets on your <laugh> and projects on, on your plate. I I want to be the, the employer and kind of like just solve all these problems for you. But, so that was my, my mental block I guess. And it wasn't until I, I kind of was, was brainstorming with a, a client of, of ours who's actually a c o and, and he, he's used this model called eos to, to run his organization and he pointed it out right there.
He is like, you don't have any leaders helping you make decisions. Yeah. And I'm like, well, I don't wanna bug him. You know, like, and I, I can't pay them Director or vp, whatever title, you know, I can't pay them for that. Are they gonna push back? And there's two things that he shared with me that ended up being true. And you don't really know until you try it. But the first is that all of your employees do have an opinion, whether they're sharing it with you or not, <laugh>. And if they enjoy working there, meaning if they're still on your payroll, they would love to have sway with the decisions, but they don't wanna like be calling you every day with opinions on running the business. In other words, your your employees, your team members ha have they want to work in a good place and they would love to have a vote o on, you know, certain topics. And I never really thought about it that way. Like I always thought I'll be a burden to them by, Hey, let's talk about this HR policy. But it turned
Justin Esgar:
Out well. Can I interject on that for a second? Yeah. I wanna interject on that. And I know we're talking about policies in general, but this is why we invited all of our team to demo the PSAs. We went into the sales calls Mm. With the team and afterwards asked the team. Now we saw a couple of them and one of them I just shut down. Cause I was like, no, I don't want anyone else's opinion because I know for a fact that this is not gonna work with us <laugh>. But the other ones, the other ones, I was like asking everybody like, what do you think about this? Do you guys like this? And that's exactly what you're talking about. But it at another level, right? Because to a degree, right, because like the thing is like, I never thought to ask our senior consultants like, what do you think about our HR policy?
Right? Because I know their answer's gonna be like, what's our HR policy? <Laugh>? Which is also another problem in and of itself. But you, you're absolutely, you wanna create a business that is a democracy, not a kingdom, right? There. There's, and those are the what and the reason you wanna do that is those are the businesses we see succeed the most, right? Look at the companies that have succeeded the model and been acquired. My favorite company I think about is Zappos, right? Okay. Yep. Tony Shwe when he, when he ran it when he was alive, it was very democracy. It was very talking to everybody. It was very, everybody is in the trenches. My favorite thing about that whole story is that like, no matter who was hired, even if it was a new C f o had to work the phone lines for three to six months before they can start their actual job.
So they could understand cuz their core competency was service. Right? so cool. And so building that up, right? Being part of that, and like that wasn't just his brainchild, that was him talking to the leaders of the team and getting everybody in on it. Because otherwise, if everybody wasn't in on it, there's no way in hell a, a new employee, especially a seed level, is gonna sit and take phone calls for six months listening to people complaining that their big toe is too squishy in the pumas that they just bought. Right? a lot of shoe talk on today's episode.
Lucas Acosta:
Yeah. Weird mental picture. Thank
Justin Esgar:
You. Title, title is episode. Those, those shoes are made for walking. But like, that's, that's what we're talking about here is that get that buy-in from the team and especially in a small business, because yeah, like I was talking earlier, you don't want your team to not like you and go on Glassdoor and complain about it. Oh, Lucas is such a meaning and he's always just dictating and doesn't care and blah, blah blah. Right? So this kind of goes back to what I was saying earlier about caring about your employees, bring them in on the fold. That's a good thing. Especially in a small business, you still have final say. Obviously you have, you are, you have veto power, but Yep. Getting their input on a lot, not all, a lot of things can help you succeed as a business. I, I a hundred percent agree with that. Yeah.
Eric Anthony:
And going back to the Eeo s model, cuz I like the e o s model by the way. There's also a, there's another book called Pinnacle, very similar ideas. You know, if you want to take a look at either one. But the other thing that I like about the concept of, of rocks, right? Giving people responsibility, first of all, in order for them to have a rock, you have to do the sharing that you're talking about, right? Yeah. You have to bring them, you have to involve them in the process. But one of the ways that you grow employees is by giving them a rock. Give them something to carry, give them some kind of responsibility that they know has material impact on the business, whether they're a manager or whether they're a tech, it doesn't matter. Give them something that they have ownership of, that they learn something new, it grows them and it makes them feel involved and it extends that democratic nature that we're trying to strive for. I think the ideal solution is somewhere in between a kingdom and a democracy. But you have to have the structure. And that's where something like e o s or Pinnacle comes in. It gives you that structure.
Lucas Acosta:
Exactly. like we know how to troubleshoot and, and how to, you know, sell our services and whatnot. And turns out the fundamentals of a business don't need that much innovation <laugh>. And there is like a set way, you know? And I didn't, I guess I didn't, I didn't want to believe that for the first 13 years we've been running on EEO s for two years and it wasn't, I, to be honest, it's probably my pride. It wasn't until I put my pride down and realized, okay, EOS is actually pretty cool cuz I don't have to think about the how to run things anymore. I can just let my ideas flow based on what my clients need. Right? And then the, just to explain use the term Eric Iraq for those who aren't aware of kind of the, the weird language behind it all, Iraq is, is a 90 day goal, like a quarterly goal.
So we just had our quarterly last week with the leadership team. And to give you an example, one person's rock was to look at every single one of our contracts in our PSA and remove discounts. So that's, that's another kind of touchy subject. Now we're not just like immediately removing them without talking to the client, but we have a lot of inconsistencies. And two of our leaders are going to be collaborating to communicate with the clients and on what, you know, the new ch prices are gonna be like while the account the, our finance leader is going to be, you know, auditing every single one of our contracts. And that's an example of like a 90 day policy. It's not technical, it's not necessarily hr. That one happens to be financial, you know? And it turns out they get jazzed about this cuz they're like, oh my gosh, that's, that's revenue that we haven't even tapped into.
You know, like they get super energized by this. Whereas me, I'm, I know every single client, right? I'm, I'm the one that sold most of 'em. So I'm like, Ooh, do we want to take away that, that discount? And I, I'm in the business so much where it's a muddy decision for me, but our team member who took that rock, she is going to crush it and she's got a 90 day timer on it. It's phenomenal. Right? By, by bringing them in. The second thing I wanted to go back to, what, what the sort of, let's call 'em mentor client shared with me that I've always really had another kind of mental block on is profit sharing. I'm not saying that everyone needs to do this, but when he says, you need more leaders on your team to help you do this and you need to do profit sharing.
And I'm like, dude, I'm barely like turning at profit. I can pay for, you know, my family very blessed with what we've got. We can, we're forecasting to hopefully hire someone in a few months, but it's not like I just have profit lying to, to go give out. And what the profit sharing does is it allows you to, to have leaders and being honest with them that we, we, we don't have like director salaries here. It's not like we can offer you a raise with this, but we are gonna start profit sharing and that's even gonna be a slow burn. We, we may not have much <laugh> at the end of this year or next year until we can really start to use the all of our leaders momentum to, to grow. But what we did, I'm happy to just to be an open book, but there's no, you know, wrong way to do it is very simple.
It was done on just a handful of cells in numbers, which is the Apple version of Excel <laugh>. And all it is is I decided we're gonna take 5% of profit and distribute it evenly among our leaders. We have five leaders. And I'm one of 'em, so I'm actually doing divided by four. That's simple. So if there's only 50 bucks, or let's do it simple, a hundred bucks left in the account at the end of the year, we divide that by four. But if it's more awesome, and so it's not a a as monumental of this decision and kind of a matrix. I came from Apple before this, so I thought everything was like metered and some objective decision and they, that person gets 3.26% that per, you know, we just distribute it evenly among the leaders. And that just having that, that kind of a bonus at the end of the year, even if it's small, is, is a good incentive for those leaders.
Justin Esgar:
Well, what you're getting by doing that is you're getting buy-in, right? I think, and that's a big part, especially when you have people who are are, are, you're asking a lot of them, right? And the way to get the most out of them is to get buy-in. And that's what you're doing when you're doing profit sharing, right? Or whether it's more money for the employee or profit sharing or commission or whatever it is, you're getting that buy-in because now they actually have skin in the game to say, the decisions I make will affect my pocket at the end of the year. And that's huge. That's a huge thing to do other than if I do my job or not, I will get paid, right? Because that's, that's what an employee is. So you're at that point to build that leadership team. And we're not saying this is perfect for everybody. And, and obviously this is scratching a very, very, very deep, deep itch.
Lucas Acosta:
Yeah.
Justin Esgar:
You know, you, you want, you gotta get that buy-in from people. So, okay, so I know we're, we're, we're, we're running short on time. I want to quickly, you know is your thing that I should have done, Lucas, is your thing that I should have done. I should have done this earlier, or I should made the same mistakes to get where I am.
Lucas Acosta:
Right? And I, I'm like you, like I don't have regrets because they, they do all teach us kind of bring us to where we are now. However I would've had less a fewer bruises and seen progress a lot quicker had I brought in a framework like e o s and again, I'm not like endorsed by them or anything, but whatever framework it is, just to let, instead of just reading like leadership books and like ink.com articles, <laugh> and things like that, <laugh> like actually getting one of these frameworks and bringing, cutting some people into the fold I would have done sooner. Not only has it been better, but yeah, like you can always change too. Like that's what's cool about just business. It's just this fun puzzle and you can always change because like you said you have veto power, Justin, it's like, yeah, at the end of the day, I do have veto power, like they are the leaders.
But let's try this out, you know? Yeah. Yeah. So that, yeah, that is my, my thing that I would've done sooner because turns out it, it's actually taken a load off my shoulders and allowed us to do things like get getting rid of these old, old discounts that are <laugh>, you know, in our psa that it's like, man, I can't believe I'm still charging them that much for it. And they understand like, Hey, that we gave you that price 12 years ago or whatever. So it's, it's getting some outside help to do those business level things,
Justin Esgar:
Right? And that's exactly what we're trying to accomplish here with the podcast. We are your outside help and we want to hear from you. If you like the idea of e os entrepreneurial entrepreneurial operating system, which is something we didn't say yet this entire show. It's the entrepreneurial operating system. You can read books like Traction by Gina Wickman, I wanna say his last name is yeah. Or learn more about EEO s you could always hit up Lucas. He seems to be a new e o s pro. He's been, he dragged their Kool-Aid obviously. Oh yeah. He's in on it, in on it hard, which is great, don't get me wrong. It's a, it's actually a delicious Kool-Aid. It's a group that you wanna be a part of. But that's what the
Lucas Acosta:
Podcast is Kool-Aid Buffet. Yep. And
Justin Esgar:
That, and that's what the podcast is. We, we wanna be that outside help for you, the MSPs. So if you do have questions, comments, concerns, worries about your msp, hit us up at the at facebook.com/group/all things msp. Ask us to be a guest and we'll help you with your questions and we'll bring you on the show and maybe even have Lucas come back and help you with some management techniques. That could be a good, that be a good four-way episode. It means Eric and I get to say even le well, Eric says less <laugh>. Anyway and I'll help to stop talking at some point. Lucas, real quick, where can people find you online if they have questions about e os or management or if they wanna join the Fuji team?
Lucas Acosta:
Sure. you know Fuji is f double o j e.com. It's like the phonetic spelling, I guess the domain wasn't chosen, so I misspelled Fuji on purpose there. And then I write these sort of things like these lessons on Lucas acosta.com. And that's on like a little newsletter type thing. So when I have these little bruises, I I share them there, hopefully to save other people from getting them.
Justin Esgar:
Nice. Nice. Thank you. Eric. Any final words before we sign off to our adoring, adoring enduring fans?
Eric Anthony:
Well, first of all, Lucas, thanks this. I think this was a great episode. I really appreciate you sharing and, and prompting us to talk about these things. Justin, we're gonna have a discussion about my new balanced sneakers
Lucas Acosta:
<Laugh>.
Justin Esgar:
It's always somebody. It's always somebody. If you do like the podcast, please go to your favorite podcast app, leave us a review tell us how much you love Eric and all of his wisdom. And then tell how much you hate me and all my talking points. We're okay with it. We just won the, we just won the boost. Don't forget to go to YouTube dot com. Look for Eric Anthony, find the All Things MSP podcast like and subscribe. Hit that little bell for notifications. Join facebook.com/groups/all things msp. Tell us what's going on there, how we can help you with your business if you wanna be a guest. That's where we're at. That's it for us at the All Things MSP podcast. Till next time, bye.
Eric Anthony:
We do it for the fun.
Lucas Acosta:
Apparently
Justin Esgar:
Would do it. We'd do it for the hearts.