Why the Traditional Agency Model Is Broken and What Comes Next

Why the Traditional Agency Model Is Broken and What Comes Next written by Sara Nay read more at Duct Tape Marketing

The traditional agency model is no longer built for today’s small businesses. In this article, Sara Nay explains the anti-agency model and how strategy-first marketing, fractional leadership, and AI can help businesses own their marketing instead of outsourcing it blindly.

For the last 15 years, I have lived inside the agency world.

I have been an intern, a community manager, an account manager, a fractional CMO, and now the CEO of Duct Tape Marketing. I have seen this industry from nearly every angle. Inside the work, inside the relationships, and inside the pressure that agencies and clients both feel.

Here is the truth I could not ignore anymore.

The traditional agency model is broken.

Not because agencies are bad.
Not because marketers do not care.
But because the model itself no longer serves small businesses or the agencies trying to support them.

That realization is what led me to write Unchained: Breaking Free from Broken Marketing Models and to articulate what I call the anti-agency model.

Let me explain what I mean and why this moment matters more than ever.

Living the Agency Reality From Every Side

Over the years, I experienced the same challenges many agency owners quietly struggle with.

  • Constant scope creep
  • Difficulty scaling profitably
  • Burnout among team members
  • High client expectations with limited clarity
  • Pressure to do more faster and cheaper

At the same time, I have spent years on the sales side of our business talking with hundreds of small business owners. I heard the same frustrations over and over again.

“Marketing does not work.”
“I am paying an agency, but I do not know what I am getting.”
“I feel disconnected from my own marketing.”

Both sides were frustrated, and neither side was wrong.

The system simply was not designed for the reality we are in now.

What I Mean by the Anti-Agency Model

Let me be clear. This is not anti-agency.

We are an agency. We have been one for over 30 years. I love agencies and believe they play a critical role.

What I am against is a model where agencies:

  • Hoard execution
  • Operate as black boxes
  • Replace ownership with dependency
  • Compete on volume instead of leadership

The anti-agency model is anti that approach.

It is a strategy-first, AI-enabled approach that helps small businesses stop renting their marketing and start owning it, while agencies evolve into leadership partners instead of outsourced task machines.

anti agency model graphic

AI Changed the Rules Whether We Like It or Not

Before AI, it made sense for agencies to own execution.

  • Content
  • Social
  • SEO
  • Ads
  • Email

Small businesses simply did not have the resources or tools to handle that work internally.

That is no longer true.

AI has fundamentally changed what is possible for small teams. Today, small businesses can:

  • Keep execution closer to home
  • Operate with leaner internal teams
  • Use AI systems to handle heavy lifting
  • Focus human effort on thinking, judgment, and leadership

Here is the key.

AI does not replace strategy. It makes strategy more important.

Timeless Marketing Principles Still Matter

One thing has not changed, despite all the technology.

Marketing fundamentals still matter.

In Unchained, I spend a lot of time reinforcing timeless principles, including:

1. Deep Ideal Client Understanding

AI without clarity just creates noise.

If you do not deeply understand your client’s fears, motivations, and what keeps them up at night, AI will happily produce generic content that sounds like everyone else.

Strategy comes first. Then you train your tools.

2. Core Messaging and Differentiation

Your messaging, what makes you you, must be defined before automation enters the picture.

Otherwise, AI accelerates inconsistency instead of clarity.

The foundations have not changed.
The way we use them has.

The Real Danger of AI-First Thinking

The biggest mistake I see right now is businesses jumping straight into tools.

AI amplifies whatever already exists.
If you have chaos, it amplifies chaos.
If you lack clarity, it multiplies confusion.

That is why we now say:

Strategy before tactics.
Strategy before technology.

Ask these questions first.

  • What is the business trying to accomplish?
  • What role should marketing play?
  • How should the team be structured?
  • Where does AI actually help us move faster without losing direction?

Only then do tools make sense.

Why Fractional Marketing Leadership Matters More Than Ever

Most small businesses were never able to afford a traditional marketing org chart.

  • A CMO
  • Plus channel specialists
  • Plus support staff

AI changes that equation.

Today, the most effective structure looks like this.

  • Fractional marketing leadership responsible for strategy, budget, direction, and metrics
  • A lean internal team
  • AI systems supporting execution underneath

This allows founders to stay in their zone of genius. Selling, leading, and growing. Not becoming accidental CMOs.

And no, the title does not matter.
Call it a fractional CMO, marketing leader, strategist, or advisor.

What matters is that someone is leading marketing strategically, not just taking orders or doing tasks.

What This Means for Agencies

If you are an agency reading this, here is the hard truth.

Execution-only services are becoming a race to the bottom.

AI will continue to get better.
Small businesses will continue to bring more execution in-house.
Margins will continue to compress.

The opportunity is not to compete against AI.

The opportunity is to lead strategy, elevate humans, design systems, guide internal teams, and work with AI instead of against it.

Agencies that evolve into leadership partners will thrive.
Those that do not will struggle to stay relevant.

Two Steps You Can Take This Week to Start Owning Your Marketing

If you are a business owner and this feels overwhelming, start here.

1. Revisit the Marketing Strategy Pyramid

Clarify your business goals, your marketing strategy, and your team structure.

Do this before tools. Do this before tactics.

2. Audit Your Current Relationships

Ask yourself:

  • Do we have visibility into what is happening?
  • Do we understand why we are doing what we are doing?
  • Are we in control, or are we in the dark?

Ownership starts with clarity.

clarity control ownership

AI Is Not About Replacing People. It Is About Elevating Them.

One of the most powerful exercises we have done internally is asking our team to identify:

  • Human-led skills
  • AI-assisted skills
  • Tasks that could be fully automated

Not to squeeze more output, but to help people focus on work that matters more.

That is how businesses, and careers, get future-proofed.

Final Thought

This moment is not about choosing between humans and AI.

It is about choosing between ownership and dependency.

The businesses that win will not be the ones chasing every tool.
They will be the ones leading with strategy, clarity, and intention.

That is what Unchained is really about.

If you want to learn more, visit unchainedmodel.com or connect with me on LinkedIn.

Sara Nay Strategy Marketing Review

Sara Nay is the CEO of Duct Tape Marketing and the author of Unchained: Breaking Free from Broken Marketing Models. With more than 15 years of experience in the agency world, she has worked in nearly every role, from intern to fractional CMO, giving her a rare, full-spectrum view of what works and what no longer does in modern marketing. Sara is a leading voice in strategy-first marketing and the evolution of the agency model, helping small businesses and agencies stop renting their marketing and start owning it through clear strategy, strong leadership, and practical use of AI.

Are Algorithms Making Us Stupid?

Are Algorithms Making Us Stupid? written by John Jantsch read more at Duct Tape Marketing

Spotify Wrapped is a brilliant marketing play. Every year, millions of people gleefully share their top songs, favorite artists, and most-listened-to genres, essentially turning their personal data into free advertising for the streaming giant. But while it’s fun and feels personalized, it also sheds light on something deeper—and a little unsettling—about the world we live in today.

This year, my #1 song was “Boulder to Birmingham” by Emmylou Harris. It’s a beautiful, haunting tribute to Gram Parsons, her mentor, who died of a drug overdose. My wife and I sing along every time it plays. The thing is, I never asked Spotify to play that song. Not once. And yet, it kept showing up in my mix, again and again. Along with it were several John Prine tracks I didn’t seek out either. In fact, I didn’t actively choose any of the top songs Spotify says I loved this year.

This might sound like a minor quirk in an otherwise delightful digital experience, but it’s actually symbolic of a much larger issue. Increasingly, the world around us is being curated not by us, but for us, by algorithms that interpret our past behavior and then decide what we should see, hear, and engage with next.

Sure, this applies to music. But it also affects our news feeds, our product recommendations, our search results, our social media content, the ads we’re exposed to, and even the lies we’re told. The more we click, the more the algorithm “learns” about us. And the more it learns, the narrower our world becomes.

This is the filter bubble in action. Over time, our exposure to new ideas, unfamiliar perspectives, or even just different kinds of content diminishes. We’re not discovering anymore; we’re being fed what the machine thinks we already like, or worse, what will keep us clicking.

On the surface, this kind of personalization feels convenient. But in practice, it can be dangerously limiting. It traps us in echo chambers, reinforces existing biases, and makes it harder to challenge our assumptions or grow intellectually and emotionally. When the only ideas we hear are the ones we already agree with, how do we grow?

This isn’t just a tech problem. It’s a human one. And it has consequences that reach far beyond our Spotify playlists. It’s affecting how we think, how we relate to others, and how we understand the world. It’s part of what’s driving polarization, misinformation, and a culture of outrage. We’re not just being shaped by what we consume; we’re being shaped by what we’re allowed to consume.

It doesn’t have to be this way.

The good news is that we still have agency. We can choose to seek out opposing views. We can read books from outside our usual genres. (I’m not an architect, but Christopher Alexander is one of my favorite authors). We can listen to podcasts that challenge our thinking. We can actively resist the passivity that algorithms encourage. But we must do it intentionally.

Because left to their own devices, the algorithms will not feed us what we need—they will feed us what keeps us comfortable, entertained, and clicking.

I didn’t always see it this way. For a long time, I appreciated the convenience of curated content. But now I’m convinced: algorithms, as they are currently used, are making us intellectually lazy. They’re dulling our curiosity. They’re making us stupid—not in terms of raw intelligence, but in terms of awareness, perspective, and growth.

So here’s my challenge to myself—and maybe to you too: go out and discover something. Don’t wait for it to be served up by a machine. Curate your own experience. Choose what you want to see, hear, and learn next.

Because if you don’t, someone, or something else, will do it for you. And you might just find yourself singing along to a song you never chose in the first place.

The More Mindset: Rewiring Your Thinking for Purpose, Confidence, and Results

The More Mindset: Rewiring Your Thinking for Purpose, Confidence, and Results written by John Jantsch read more at Duct Tape Marketing

Catch the full episode:

 

 

Episode Overview

In this episode of the Duct Tape Marketing Podcast, John Jantsch interviews Diana Pagano—mindset coach, speaker, and author of The More Mindset. Drawing on neuroscience, quantum physics, and her own journey from struggle to success, Diana shares how to break mental barriers and rewire your mindset for greater fulfillment, confidence, and performance. Whether you’re stuck in fear or chasing success without satisfaction, Diana offers actionable ways to shift your thinking and step into your potential.

Diana PaganoGuest Bio – Diana Pagano

Diana Pagano is an entrepreneur, mindset coach, international speaker, and the author of The More Mindset: Break Mental Limits and Step Into Extraordinary Results. With a background rooted in personal and professional transformation, she helps high achievers overcome fear, burnout, and self-doubt using neuroscience-backed strategies. Diana’s mission is to guide others to become who they were meant to be—not by doing more, but by becoming more.

Key Takeaways

  • What “More” Really Means: “More” isn’t about doing more—it’s about becoming more aligned with your purpose and potential. (00:34–00:58)
  • Rewiring Your Brain with Neuroscience: Interrupting negative thought patterns and telling a new story can reshape your beliefs and outcomes. (01:35–03:53)
  • From Reality to Possibility: Your circumstances may be real—but how you respond to them shapes your future. Mindset drives frequency, energy, and opportunity. (04:18–07:21)
  • Fear as a Signal, Not a Stop Sign: Fear is often false evidence appearing real. Recognize it as a compass pointing to growth. (07:29–10:11)
  • Habits Without Mindset Don’t Work: Habits are important, but mindset is the foundation. Without the right beliefs, habits lack power. (11:42–12:39)
  • Rethinking Success and Identity: Achievements can become traps when tied to identity. True fulfillment requires balance, not burnout. (12:45–15:05)
  • Real Client Breakthroughs: Diana shares transformation stories from her coaching practice, where clarity and belief unlocked extraordinary growth. (15:11–19:48)
  • The First Step for Anyone Feeling Stuck: Change the channel. Interrupt negative thought loops and reframe your mental state to shift into possibility. (20:08–21:49)

Great Moments (Time-Stamped)

  • 00:34 – The true meaning of “more” in mindset
  • 01:52 – How neuroscience and the RAS system shape your actions
  • 04:18 – Diana’s story of growing up in poverty and reframing struggle
  • 07:57 – Understanding fear and false assumptions
  • 11:42 – Why habits alone won’t create real change
  • 13:11 – Chasing success vs. finding personal fulfillment
  • 15:19 – Coaching breakthroughs: Clarity, excitement, and results
  • 20:35 – Rescue inhaler mindset: change your mental channel

Quotes

“It’s not about doing more—it’s about becoming more of who you were meant to be.”

“Fear is often just false evidence appearing real. When you change the story, you change your outcome.”

“If you’re not excited about where you’re headed, what are the chances you’ll get there?”

Connect with Diana Pagano

Website: dianapagano.com
Book: themoremindset.com
Instagram: @iamdianapagano

John Jantsch (00:01.304)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch and my guest today is Diana Pagano. She is a mindset coach, entrepreneur, international speaker and author of a book we’re going to talk about today, The More Mindset, Break Mental Limits and Step Into Extraordinary Results. Drawing on neuroscience and personal experience, helps high achievers break through fear, self doubt and burnout, unlock greater purpose, confidence and fulfillment.

Diana, welcome to the show.

Diana Pagano (00:31.606)

Thank you so much, John. Thanks for having me. I’m happy to be here.

John Jantsch (00:34.678)

So a lot of times I like to break down titles because know titles people stress over every word of a title. Publishers certainly do, authors certainly do. And so the word more shows up in this and I want to hear what you have to say about you know is this doing more or being more, thinking more? How does more work in terms of mindset?

Diana Pagano (00:41.452)

Get it perfect.

Diana Pagano (00:58.956)

I love that. Great question, John. I get asked that a lot, So it is not definitely, let me tell you what it’s not. It’s not about you doing more. It’s about becoming more of who you were meant to become, which a lot of times people think that, you know, they don’t have it all figured out. They don’t. They’re not ready to do that thing. And so it’s coming really breaking down those mental barriers that we place on ourselves. Hard for people to swallow sometimes because oftentimes this is my reality. But what can you do instead? And so it’s more about being more aligned and.

and really going from a limiting belief to an empowering, having a real empowering mindset to be able to do all the things that your heart desires.

John Jantsch (01:35.896)

So you talk about rewiring your mind with terms like neuroscience and neuroplasticity, which are actually even hard to say, let alone to comprehend. So how does that science work into this idea of rewiring?

Diana Pagano (01:52.652)

Absolutely, it’s all interrupting the pattern. So in science, the more, if you believe, and it’s more than just positive thinking, John, right? People say, oh, is this a positive thinking scenario? No, it’s deeper than that. So the way that we think as humans, first of all, it’s always based on a fundamental belief. Where did that belief start? It could have been in college, it could have been as a child, a 10-year-old. We cultivate these beliefs along the way in our lives. And so if you believe that you’re a person that

can never get to that level of success, for example. If you’re a person that says, I’ve always been a smoker, I can’t quit now, right? That’s going to determine what comes next. And the only way to change that pattern is for you to interrupt the pattern. And the way you interrupt the pattern from a neuroscience perspective is to tell yourself a new story. It sounds really simple and cliche, like is that it? I just have to tell myself something different? The reason why, because there was a part of our brain, our AES system in the back of our mind, our brain, this is how

We were created by God, whoever your God is, a higher self. We’re all governed in the same way. We have the same ingredients as Bill Gates, as Oprah, as the pope, you name it. They’re all the same. And here’s the thing. Here’s the kicker. The language that I say is going to either, A, move me forward in a direction, or keep me the same. Sometimes sabotage and hold you back. the feeling that comes with that,

is attached to either a belief that, it empowers me, I feel confident, or it’s self-sabotage, I’m questioning myself, or imposter syndrome, like I’m not a person that can do that thing, even though deep down in your heart, there’s that pulling that you want to do that thing, but there’s something holding you back. And so the way that we feel based on the thoughts that we have, based on the language, that we keep that narrative, that story alive, is then going to dictate, John, the action or inaction that we take, right? And so that comes with a vibrational energy.

And this is quantum physics. This is not some v-woo woo thing. It’s not something that I invented. It’s something that I learned and I’m so obsessed with, which is why I wrote the book.

John Jantsch (03:53.902)

Now I agree with you 100%, but when I hear you say, we’re made of the same stuff, I mean, I’m a white male who grew up pretty privileged. I actually believed I was gonna get a pony for my birthday every year, right? There are a lot of people that certainly, just telling them to change their mindset when their reality of where they are today is pretty tough. So how do you kind of, how do you work with that?

Diana Pagano (04:18.27)

I love that because, you know, oftentimes I’ve been told like I’m a realist. This is a reality. I am privileged, for example, right? Like I’m a first generation Mexican-American, grew up in San Diego from immigrant parents and a family of six in a two-bedroom apartment. I’m sure there’s worse stories than mine, but I came from nothing. And let me tell you that it doesn’t matter if I came from nothing or the next person that

had everything that money was no issue. But yet one person that came from nothing was successful and another person that maybe didn’t have such a bad life isn’t taking advantage of the tools and all the things, right?

John Jantsch (04:52.696)

probably just as bad or worse maybe.

Diana Pagano (04:56.36)

or worse sometimes. And you know, the biggest obsession, John, that I had in my life as my young adult life as an entrepreneur, really repeating the same cycles as my parents did as they were struggling entrepreneurs, is that one question changed my life. And that was, why are some people so successful and others struggle? It doesn’t matter if you’re white, if you’re Spanish, if you’re Mexican, Chinese, black, doesn’t discriminate your mind and the way that you were built foundationally.

right, foundationally is the same. So yes, some people have higher education, come from bigger society, the social circles are big, they never had to work hard to be in those rooms, right? And that’s great. A lot of times I feel privileged, and even though I didn’t come from anything either, right? But the kicker, John, is when you see something as real, and you see that, my gosh, my bank account is in the negative zone, or I’m going to lose my apartment, or I can’t pay my mortgage.

And Diana, you’re telling me to start thinking differently? Well, this is my reality, right? And I’m like, 100%, 100%, the fire might be in front of you, ready to take your house or take you. And I’m not saying that’s not a real thing, especially in California. A lot of people have lost their homes, right? There’s real tragedies that happen, right? If you lose something and you feel your life is over and you’re doomed, you’re vibrating in a different frequency than the other person that lost everything just like you did.

but now they’re vibrating at a different frequency of what else is possible. And here’s the kicker. Here is the kicker why most people either stay stuck or are too much of a realist and look at their situation and don’t do anything about it because they don’t have any faith, they don’t have a belief that if they do something, if they just ask the right questions, if they just look for more, whether it’s more clarity, more energy, more whatever it is that more is for the person, if they need more.

balance in their life, if they need more fulfillment and meaning in their life. It’s that, right? It’s almost like when you seek, you shall find, not to get biblical or religious, because I don’t do that. I definitely have some faith based in different chapters. But when you seek, you’re going to find. You’re going to find something, right? But when you don’t seek and you accept the circumstance as it is and do nothing, then you’re going to sink. But if you look at the circumstance, you’re like, hey, I don’t like it. It sucks. Heck, it burns sometimes.

Diana Pagano (07:21.728)

but I know that there’s something else and what else can I do with what I have? know, it’s all the perspective in your shifts that happen in your mind.

John Jantsch (07:29.614)

So there’s a lot of writing in this category about the idea that fear is there to teach you something and that self-doubt should be seen almost, I think you would call it a signal even rather than a flaw. What are some practical steps to start, if life has always told you to be afraid of this or that you’ve had instances where you caused you to doubt yourself, how can you start listening to those symbols and kind of almost use them as a compass?

Diana Pagano (07:57.58)

Absolutely, you know one of the things I talk about in my book and the more mindset John is fear is nothing short of F Which is false evidence appearing to be real in fact research shows right? There’s been research that shows that most of our negative thoughts that every human has on this planet most of it over 80 to 90 percent of your negative thoughts are actually false assumptions that we

make and convince ourselves that this is what it is. How many times, anyone even listening now, how many times, if you can think of it for a moment, how many times have you worried so much thinking that if you worried hard enough, the problem is going to go away. And it was off for nothing. Now, the other coin, for those of you that those realists, like, wait a second, Diana, there’s been real things. Family had cancer, families passed away. These are real tragedies, right?

That’s real, right? That doesn’t mean that it doesn’t happen to all of us. We’ve all had difficult times, but it’s who decides to get back up. Who decides to lean in on faith? Who decides to be the person that is going to beat the odds, right? And it’s not delusional thinking. People think, that’s delusional. That’s not the right way to think. But you know why, John? You know why when you think that way, when you say, maybe I can be the one that beats the odds. Maybe I can be the one to get out of my situation.

in a different circumstance than maybe my whole generation family have, right? When you just ask that, what happens is your reticular activating system, as I mentioned, it’s like antennas, they go up. And I say this in a way that I want to really break it down. They go up in a way where now you’re noticing opportunities, things, people, situations that you otherwise, your brain is all because you have. You’re the one telling your brain, I’m a person that can never catch a break. I’m the person that

I can’t reach a million dollars of business because I’ve never been able to exceed whatever amount that you’re in, right? I’m just giving you variables. You give your mind constantly stories that then build your identity and you attach it to yourself. So there’s no way your mom, your teacher, your mentor can tell you how amazing you are. You got this. Here’s an amazing strategy to change your life around. But you have to do the work. You have to show up. And you have to also be the biggest person that is going to impregnate all these

John Jantsch (09:49.87)

Mm-hmm.

Diana Pagano (10:11.788)

beliefs in your own conscious and unconscious mind to then vibrate differently and be able to then, why is one person attracting so much opportunities and another person doesn’t? It’s because the person that attracts opportunities believes that they’re a person, they’re a person that attracts opportunities. And you might say, how do you attract opportunities? By telling yourself that you do. And I challenge anyone to try to fight this. I’m telling you, just tell yourself, I attract all the right opportunities and even when things don’t go right.

There’s always something of value. Even when things don’t work out, they’re working out. When you believe life like that, I talk about this funny thing on different content that I’ve done. And it’s funny. I don’t know if you’ve used Waze or Google Maps or something. I translate that here. And I’m going to tell you why. When you have whatever journey you’re going on and situations that happen as they do to all of us, there’s something that happens that you’re like, oh my gosh, this isn’t working out.

I see it as Google Maps, right? Or Waze, you’re going down your journey. Maybe you’re going from, for me, I’m in Connecticut to New York. Does Waze tell you that, oh my gosh, there’s a snag in five miles and you know, you have to, it reroutes you back to your house. It doesn’t do that. It just pivots and takes you a different route. When you walk through life that way, it doesn’t make you delusional, but you’re just like, hey, there might be some things along the way that aren’t going to work out. But when you look at life that way that you’re so focused on where you’re headed.

That’s when you start creating more possibilities for yourself.

John Jantsch (11:42.318)

What role does habits play in change? mean, a lot of times people end up where they end up because they are hanging out with the wrong people or doing the wrong things, you know, habitually. There’s a lot of writing on atomic habits is of course one that comes to mind that really focuses on, just change this little thing and this little thing and this little thing. But you really focus on, got to change your mind first.

Diana Pagano (11:56.17)

Amazing.

Diana Pagano (12:05.196)

100 % because you can say, I’m going to do this thing. And here’s the kicker. I could say, every day I’m going to spend an hour making calls to customers. There’s a habit. Maybe you did two hours last week, but now you’re committing to one hour every day times five. That’s five hours a week. But your mind’s not right. Then you’re going to be playing the numbers game, like rolling the dice and hoping it lands on where you want it to land. Could you be successful playing the numbers game in sales? Sure. But why not?

do it on your terms. Why not live more intentional and on purpose and half the time? Life doesn’t have to be hard, right? And so habits are great, but if you don’t get your mind right, no habit in the world is gonna get you to that next level.

John Jantsch (12:39.181)

Yo!

John Jantsch (12:45.304)

Well, and I’m sure this plays into mindset. think how much does people’s maybe flawed notion of success play a role in them setting unrealistic goals or in them just always feeling burned out because they’ve got to grow or reach a certain status? How much does mindset actually come into maybe reorienting somebody’s view of what success actually means for them?

Diana Pagano (13:11.006)

Absolutely, you know, it’s a great question because sometimes we become we identify so much in our achievements I was there once upon a time, you know dated back, you know in my late 20s as a single mom Breaking records for real estate agents. I worked for remax and Scott’s style Arizona at the time And I just was achieving since I was a little kid, know I was I was I started really young to help you know even my parents with their bills and so all of a sudden it was just like this rat mouse chase of just

success, success. And for me, I was driven based on fear of what I knew, what I went through as a kid growing up and not having much stability. So I translate into what you’re saying because oftentimes people don’t know. They’re like, who am I if I’m not achieving success? If I’m not getting these awards or whatever it is that you’re doing, whether you’re an actor, right, or you’re just a top performer.

And you attach an identity. And that’s why getting a million dollars, getting, I’ve even had the privilege of meeting a billionaire in San Diego who’s worth $3.1 billion. And he wasn’t fulfilled. Because it’s more than just money in your bank account and success. When you’re chasing success, is that what is it that you’re really attaching to that? What is that going to do for you? There’s a meaning. There’s a feeling that you’re going for. you’ve never, people, recognition maybe plays a role.

But there is a part where mindset is one thing, but there’s also habits, as you mentioned. Habits alone aren’t going to get you there. You’ve got to have the right mindset. But understanding what’s important in your life, because we always make time for the things that we prioritize. For women, for example, you’re never going to miss doing your nails or your hair. For men, sometimes there are certain things that they do that is absolutely heck or high water. I have to do this thing. So it’s ensuring that what

lights your heart on fire personally and professionally that you make time for so that you’re not just going big in your business but then your personal life suffers. know, it definitely is both.

John Jantsch (15:05.486)

So you coach people on some of the things that you teach.

Diana Pagano (15:09.6)

I do.

John Jantsch (15:11.054)

mindset shifts that you’ve seen in other people that really have changed everything for them, where you’ve really unlocked something and it’s like that was the secret.

Diana Pagano (15:19.794)

Absolutely. Honestly, it’s such an honor. For me, John, I’m very results driven. So if I coach someone, I won’t take on anyone that I feel I won’t bring results. It’s not even me. It’s already in them. But as a coach, most coaches will understand this. It’s not about us fixing the problem or whatever is happening. It’s for us to allow our clients to see what it is that they’re missing. Sometimes people think, I just need clarity. I’m stuck. And it’s like, I’m sorry, I’m stuck. And I say, no, you actually don’t have much clarity. So the biggest thing.

Most times when I coach clients is the way that they’re seeing it, they’re so zoomed in on the problem. They’re so zoomed in on the lack that they’re not having. And so, right, it’s almost like take a back seat, take a breath and look back because they already have the answers. We’re always so divinely guided. Whether you know it or not, you’re always being divinely guided. You know, you know at your core what you need to do.

There’s that little voice that nudges us, even when we’re not doing the thing of, have gone to the gym, I missed it again. Or I told that customer I was going to call, or I didn’t do You know what you’re doing and what you’re not doing, right? So then you got to dig deeper of saying, what is it that you want? Where is it that you want to be? What is going to this place look like? The end of the target, right? It’s never ending, whatever your goal is. I mean, I had to sit someone down at the time. They were actually in real estate at the time. And I said to her,

It’s a 90-day program, and 90 days, I need to know that you’re going to achieve something greater than you ever thought possible. And that’s where my program came in. It was a 90-day program at the time. I said to her, you’re not taking this seriously. And she’s like, what? And I sat her down after this course, and it was actually live in person. And I said, you’re just not excited about it. And if you’re not excited about where you’re headed with absolute excitement, what’s the likelihood you’re going to get there?

And so she ended up breaking down, telling me she’s a breadwinner in her family, her son’s in travel baseball, and that this is how much she needs to cover bills and to cover the expenses of these traveling schedule. And I said, that’s it. Is that what life is about, to just barely get by? Right? And so that was there once upon a time. I know exactly what that felt like. And so I broke her down, and she did have some crazy transformation by the questions I asked her to allow her to see. And I said, you need to go bigger. This isn’t it.

Diana Pagano (17:37.938)

And who am I to tell you to go bigger in your business? But I knew at her core that she wanted more. But she was not able to see that she could. I said, so you have to do x amount of calls, x amount of appointments, x amount of listings, x amount of this, that, and the other. What’s the reason that you couldn’t do x, y, z? Or what’s the reason that you couldn’t get to? So I told her, I said, what’s that going to be? She says, well, if I doubled my revenue, that would be a dream.

I said, OK, could that be possible? So by the questions, here’s the thing about the brain, and this is what I talk about in the Moore mindset, is what you direct your brain to. It’s like a car. You’re driving, and you have a right lane, a left lane, and you’re like, going turn right, I’m going to turn left. You go right, it’s going to lead you somewhere. If you go left, it’s going to lead you to a different place. And so the way you view the things and the way that our brains work, everything

Everything even the bad stuff that I’ve had to happen in my life at some point unconsciously we have to believe That it’s possible at some point We had to see it as real and then we experience it and so she ended up true story three months later Not only doubling her revenue, but tripling it right and so these are stories that I love I may have a lot of stories even one coach that I was just talking to last week actually as recent as last week and she said I’ve never been able to get into these schools from that she’s from a different country in Lebanon and she says to you know

talked to these parents about parenting coaching, and no one could ever get in there. So I’ve never been able to. And I said, how come? And she goes, I said, says who? Well, that’s what they said. What did she just do? She accepted a belief from somebody else. But has she ever attempted to do the thing? And then she ended up reporting back to me later, actually, on LinkedIn. She sent me a message, she said, or it was a couple of weeks ago. And she said, I can’t believe it. I’m already going into two different schools.

So what it is, it’s awakening your mindset of how you view the things. If someone told you, I don’t care if everybody told you, I don’t care if it’s the news, I don’t care if it’s the highest whatever person, it’s what we accept as true because in that part, you’re being a realist. But in reality, what’s a realist? What you see is never what it is.

John Jantsch (19:48.526)

All right, so if somebody is listening and obviously they need to get.

John Jantsch (19:56.078)

or mindset shifts that if anybody came to you and said, you know, how can I get started? And you didn’t know who they were, what their goals were, anything. What’s like your go-to? Well, here’s a couple of things you need to start thinking about.

Diana Pagano (20:08.14)

Honestly, god, that’s a loaded question. I have so many things in the toolkit. But if I had to choose one, I would say, and this is something that, well, you know what’s funny? Yes, of course, it depends if we’re real. But you know what? It’s universal, honestly. The more mindset is catering to entrepreneurs, business leaders, people that reach the plateau, maybe a stay-at-home mom that just feels like she’s ready for more. It really doesn’t matter. So this is universal, and it’s evergreen. And this is what I’m going to tell you. And this is why I

John Jantsch (20:13.678)

You’re supposed to say, you’re supposed to say it depends. That’s the consultant answer, right? Good.

Diana Pagano (20:35.072)

believe and I hope in my heart that it will absolutely resonate with anyone. When you have a bad thought, I don’t care what it is, I wonder if my plane’s gonna be late, I wonder if the kids are gonna do-do-do-do-do, like all these things that just take on its own thing. It’s your job and your responsibility to interrupt the pattern and here’s what you do. It’s like a rescue inhaler. My son has asthma, right? It’s a rescue inhaler for the moment and there’s value in the rescue inhaler. Does it go to the root? No, but we can talk about that. The rescue inhaler is gonna allow you to get through.

And so I want you to imagine as if you have a remote control and you’re just changing the channel. So when you’re having all these what ifs, what ifs, what ifs, and it actually causes sometimes you feel anxious, right? It’s like watching a show and it’s like a horror movie. You’re going to feel like, a little tense. And then you’re watching a funny movie and you’re laughing, you’re more relaxed. And then you’re watching something that’s suspenseful. There’s no different.

What channel are you tuned into is going to dictate how you feel. And guess what? It’ll dictate the lack of action that you take or don’t take, or that you do take or that you don’t take. And that’s why just that little thing that you think about, OK, I don’t want to go to the gym. Well, don’t wait to want to go. This is called discipline. It is a habit that you need. Change the channel. The feeling that you get when you know you did something that you didn’t feel like doing. So you’re changing the channel, and you’re imagining something different.

John Jantsch (21:49.016)

Yeah.

Well, Diana, I appreciate you stopping by the Duct Tape Marketing Podcast. Where would you invite people to connect with you?

Diana Pagano (22:00.63)

Thank you so much. You can go to my website, dianapagano.com, and you can also go find my book. It’s probably on my landing page as well, but themormindset.com. And then I’m on social media, at I am Diana Pagano on Instagram and all the other channels that are on my website.

John Jantsch (22:14.966)

Again, appreciate you stopping by and hopefully we’ll run into you one of these days out there on the road.

Diana Pagano (22:18.752)

Thank you so much, John. It’s been my pleasure.

Top 10 Duct Tape Marketing Podcast Episodes of 2025

Top 10 Duct Tape Marketing Podcast Episodes of 2025 written by John Jantsch read more at Duct Tape Marketing

As we close out 2025, I’ve been reflecting on the conversations, insights, and big ideas that shaped this year on the Duct Tape Marketing Podcast. The pace of change in marketing hasn’t slowed for a second, and small businesses continue to reinvent, experiment, and build stronger connections with the people they serve. This year was filled with curiosity, innovation, and a whole lot of practical wisdom, and I was fortunate to sit down with guests who brought their best thinking to the table.

So I pulled together a collection of the episodes that really stood out. These were listener favorites that delivered serious value, sparked fresh thinking, and encouraged business owners to take action. If any of these slipped past you, now’s a great moment to dive in and catch up.

And if you’re looking for more great conversations, you can always explore the full library of episodes.

 

1. Todd Satterson- How Books Can Shape Success

Todd Sattersten (1)

Todd Sattersten is a publishing veteran and CEO of Bard Press. In this episode of the Duct Tape Marketing Podcast, Todd and I talk about his new book 100 Books for Work and Life, how he chose the top 100, and why intentional reading can shape your business and personal growth.

Biggest takeaway:

The right book at the right time can be transformational. Todd shares why great books challenge your thinking, offer clarity, and give you practical tools you can use right away.

Click here to listen to the episode.

 

 

2. Laura Ries– The Secret Weapon of Great Brands

Laura Ries

Laura Ries is a globally recognized branding strategist, bestselling author, and chairwoman of RIES. In this episode of the Duct Tape Marketing Podcast, Laura and I talk about her new book The Strategic Enemy and why every brand needs a clear enemy to create focus, contrast, and memorable positioning.

Biggest takeaway:

Brands win when they take a stand. Laura explains how defining a real enemy gives your brand energy, differentiation, and clarity. Whether it is an outdated process, a stale category, or “the way it has always been done,” the right enemy helps your brand break through and create meaning in the market.

Click here to listen to the episode.

 

 

3. John Jantsch– How to Stay Visible in the AI Search Era

In this solo episode of the Duct Tape Marketing Podcast, I break down how search is changing and why traditional SEO is giving way to something bigger: search visibility. With AI search, zero click results, and evolving Google behavior, it is no longer just about ranking for keywords. It is about showing up wherever answers are being delivered.

Biggest takeaway:

Google has become an answer engine. To stay visible, your content needs to offer direct answers, demonstrate real experience and expertise, and appear across multiple touchpoints like snippets, FAQs, Google Business, and long-tail queries. Search visibility is now about trust, structure, and presence across the entire digital ecosystem.

Click here to listen to the episode.

 

4. Sara NayEmpowering Small Business with AI & Strategy

Sara Nay (5)

Sara Nay is the CEO of Duct Tape Marketing and author of Unchained: Breaking Free From Broken Marketing Models. In this episode of the Duct Tape Marketing Podcast, Sara and I talk about why the traditional agency model no longer works and how her “anti-agency” approach helps small businesses take back ownership of their marketing through strategy, leadership, and smart use of AI.

Biggest takeaway:

Small businesses grow faster when they stop renting their marketing and start owning it. Sara explains how a strategy-first, AI-enabled model creates clarity, control, and sustainable growth, and why fractional CMOs and empowered teams are the future of modern marketing.

Click here to listen to the episode.

 

5. Rand Fishkin– The Zero-Click Internet: What It Means for Your Marketing Strategy

Rand Fishkin

Rand Fishkin is the co-founder and CEO of SparkToro and one of the most influential voices in SEO and digital marketing. In this episode of the Duct Tape Marketing Podcast, Rand and I talk about the rise of zero-click searches and how Google’s shift toward answering questions directly is changing the way businesses earn visibility online.

Biggest takeaway:

Zero-click is the new reality. With most searches ending without a website visit, Rand explains why brands must show up where their audiences already spend time, such as social platforms, communities, and Google’s own surfaces, rather than relying only on traditional organic traffic.

Click here to listen to the episode.

6. MichaelAaron Flicker– The Brain Science Behind Successful Marketing

Michael Aaron Flicker

MichaelAaron Flicker is the founder and CEO of XenoPsi Ventures and co-founder of the Consumer Behavior Lab. In this episode of the Duct Tape Marketing Podcast, MichaelAaron and I talk about his new book Hacking the Human Mind and how the world’s best brands use behavioral science to create memorable marketing, build loyalty, and shape customer decisions.

Biggest takeaway:

Great marketing works because it taps into human behavior. MichaelAaron explains why concrete messaging, peak moments, specificity, and real behavioral science principles make brands more persuasive and more memorable. When marketers understand how people think and decide, they can create smarter, more effective campaigns without relying on guesswork.

Click here to listen to the episode.

7. Rhea Allen– Why Branding Begins With Your Team Culture

Rhea Allen

Rhea Allen is the president and CEO of Pepper Shock Media and host of the Marketing Expedition Podcast. In this episode of the Duct Tape Marketing Podcast, Rhea and Sara Nay talk about how internal culture and external brand are deeply connected, why storytelling and authenticity matter, and how engaged teams drive both retention and marketing success.

Biggest takeaway:

Your brand starts with your people. Rhea explains how aligning HR and marketing, involving the team in core values, and sharing real stories creates stronger culture, more authentic marketing, and a brand that resonates inside and out.

Click here to listen to the episode.

8. Ernie Ross– Trust, Storytelling, and the Future of Brands

Ernie Ross

Ernie Ross is a global brand strategist, founder of Ross Rethink, and creator of the Intangence methodology. In this episode of the Duct Tape Marketing Podcast, Ernie and I talk about his new book Intangence and why the most powerful value in business comes from trust, meaning, and authentic human connection.

Biggest takeaway:

Meaning creates value. Ernie explains how brands that focus on purpose, emotion, and real human connection rise above feature-driven marketing. Trust, authenticity, and strong stories are what spark loyalty, resonance, and long-term success.

Click here to listen to the episode.

9. Manick Bhan– AI, Content Strategy, and Building a Brand That Lasts

Manick Bhan is the founder and CTO of Search Atlas, an advanced SEO and content marketing platform used by thousands of agencies and brands. In this episode of the Duct Tape Marketing Podcast, Manick and I talk about how search is evolving, why high-intent content matters, and how marketers can adapt as AI reshapes the way people discover and trust brands.

Biggest takeaway:

SEO is shifting from reporting to action. Manick explains why tools must help marketers make real improvements, not just gather data, and why brands that focus on quality content, topical authority, and strong community will thrive as AI-powered search changes how buyers convert.

Click here to listen to the episode.

 

10. Andy Crestodina– AI, Analytics & Content Strategy: The Future of Digital Marketing

Andy Crestodina

Andy Crestodina is the co-founder and CMO of Orbit Media Studios and a leading voice in content strategy, SEO, and analytics. In this episode of the Duct Tape Marketing Podcast, Andy and I talk about how AI is reshaping digital marketing while reinforcing the lasting importance of creativity, relationships, and high-quality content.

Biggest takeaway:

AI can improve performance, but human creativity still wins. Andy explains why strong points of view, original research, visual content, and platform-native publishing are becoming essential as SEO shifts and AI transforms how audiences discover and engage with brands.

Click here to listen to the episode.

We love reviews!

Is your favorite episode on the list? If not, we’d love to hear which one you enjoyed listening to the most!

For our podcast audience, we can’t thank you enough for your support over the years!

If you like the show, click on over and subscribe and if you love the show give us a review on  iTunes, please!

 

Why Your Business Needs a Marketing Operating System

Why Your Business Needs a Marketing Operating System written by John Jantsch read more at Duct Tape Marketing

Listen to the full episode:

 

john jantsch (1)Episode Overview

In this solo episode, John Jantsch breaks down a major innovation in small business marketing: the Marketing Operating System. After decades of helping businesses grow with a strategy-first approach, John explains why it is no longer enough to just run campaigns or chase tactics.

He introduces the Marketing Pyramid, a strategic spine that aligns business strategy, brand development, customer experience, and team execution. You will learn about the 7 stages required to install a complete, repeatable, and scalable system that drives consistent results. From eliminating chaos to integrating AI, this episode gives you a roadmap to transform your marketing from random acts into a finely tuned system.

If your marketing feels disjointed or overly complex, this episode is your blueprint for clarity and structure.

Guest Bio

John Jantsch is a marketing consultant, speaker, and the bestselling author behind Duct Tape Marketing, The Referral Engine, and The Ultimate Marketing Engine. As the founder of the Duct Tape Marketing System, John has spent over 30 years helping small businesses implement simple, effective marketing strategies that actually work. His latest innovation, the Marketing Operating System, offers a new way for businesses to install a fully integrated marketing framework that scales.

Key Takeaways

  • Why marketing needs to operate like every other system in your business
  • The Marketing Pyramid: business, brand, growth, experience, tech, and team strategies
  • The 7 Stages of a Marketing Operating System
  • How to integrate AI into marketing workflows using structured playbooks
  • Why disconnected tactics kill momentum
  • The importance of rhythm, ownership, and optimization in modern marketing
  • How to build a system that drives accountability, visibility, and consistency

The 7 Stages of a Marketing Operating System

  1. Strategy First Core – Foundation based on business goals, client journey, and strategic clarity
  2. Campaign Builder System – Plan 90-day campaigns with a brand, growth, and experience engine
  3. Workstream Engine – SOPs, OKRs, team roles, and execution rhythms
  4. AI-Powered Marketing Hub – AI-integrated content, comms, and creative systems
  5. Scorecards and Signals – A performance dashboard built on actionable data
  6. Momentum Meetings – Monthly alignment and accountability sessions
  7. Optimization Loop – Ongoing feedback, iteration, and system tuning

Timestamps

  • 00:00 – Why this might be the last solo show of 2025
  • 01:09 – What is a Marketing Operating System?
  • 02:00 – The Marketing Pyramid: Strategy as the Spine
  • 04:30 – Business, Brand, Growth, and Experience Strategies
  • 06:56 – The 7 Stages of Building the System
  • 09:21 – Integrating AI and building marketing playbooks
  • 11:34 – Momentum meetings and continuous optimization
  • 13:13 – What happens next and how to get started

Quotes

“Marketing should be a system, not a series of random acts.” – John Jantsch

“Disconnected tactics make it impossible to scale. Strategy brings clarity and confidence.” – John Jantsch

 

John Jantsch (00:00.91)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch and no guest today. I am going to do a solo show. Might be one of my last solo shows of 2025, depending upon when you’re listening to this. I’m going to call this, Why Your Business Needs a Marketing Operating System. So if you’ve been listening for any amount of time at all, you’ve certainly heard me say marketing is a system. It starts with strategy before tactics. I’ve been saying that for 30 years.

And in some ways, we have brought a systematic approach to marketing. Have we brought a system? Probably not always. It’s probably been more of a concept because we just really haven’t had the tools necessary to do it. But I believe we are approaching that point where we do have the actual tools to create a tangible, installable

marketing operating system in a business. I’m very excited about that. That’s really going to be the next chapter of duct tape marketing. If you will, we are going to go very heavily into that. What I think is a needed innovation in the market. I will still say that we encounter every single day businesses that feel chaotic, disconnected, even if they look outwardly like, yeah, they’re succeeding. They’re growing.

Internally, when you get in there, there’s a lot of things going on that nobody’s really sure of. There’s not a lot of planning. There’s certainly tactic of the week still going on. And every now and then you get lucky and some of that stuff works, but it certainly makes it difficult to scale a business in that way. And that’s really what I want to tackle today. Kind of the common pain points that we encounter. Random tactics, too many tools, inconsistent results, no clear message or direction. Boy, that one’s a killer.

A lot of businesses, when I talk about marketing as a system, maybe they have financial systems, they have hiring systems, have systems, whatever it is they make out the door. But then when it comes to marketing, it just feels like such a foreign concept. And I think it’s just a normal concept we’ve been taught to really think differently about. So before I get into the stages of the system, what the system might look like in your world or in any business’s world.

John Jantsch (02:19.95)

It has to be built on something that is strategic. And so we’ve been using for the last couple of years something I call the marketing pyramid. And it’s a framework to really, it’s really in a lot of ways the spine of the system. That it’s the structure that really informs kind of how we build it. And a lot of times when people talk about strategy, certainly when they talk about marketing strategy,

It’s like they do it in a vacuum. I mean, a lot of times when they’re talking about a marketing strategy, they’re really just talking about how are going to get business? And that’s a gross strategy, maybe, but that’s all. Here’s the idea behind the pyramid is that you need to build from the bottom up. And that first rung of the strategy pyramid begins with business strategy. I what is the vision, values, goals? What’s even the business model? mean, if you’re talking about, we need to grow 20 percent. Well, why? How?

Is that going to happen and so? That without a conversation about that or at least some analysis of that It’s very difficult for you to think in terms of like here’s gonna be our marketing strategy because your marketing strategy is supposed to Solve for the all of that right it’s like if these are our objectives of this is where we’re trying to go the marketing strategy is gonna just support that it’s not going to just be this thing that we operate and hope we get to where we’re going and inside of

the marketing strategy, there are really three layers. It’s not just about getting the phone to ring. It’s not just about getting leads. The first layer, well, the three layers are brand strategy, growth strategy, which I mentioned, and customer experience strategy. Those are all a combined whole really that go into a marketing strategy. And so many people leave out the first one and the third one. So that brand strategy is, you know, what’s your message? What’s your identity? What’s your positioning? What’s your proof?

You know, what do you want the market to be thinking about you out there? And do you have a defensible competitive difference that you can really go out there and understand who your ICP is, your ideal client profile, and understand who you’re competing with for that ideal client profile so that you can send the right message and really have a strong brand strategy. Now, after that, this is the part most people understand.

John Jantsch (04:40.654)

is the growth strategy and that’s really the offers, the channels of how you’re going to generate leads. Ultimately, how you’re going to convert leads as well. And then the third part that I see people quite often missing and not thinking about is the customer experience strategy. How are we going to retain customers? How are we going to generate referrals? How are we going to wow our customers?

so that they are out there actually talking about us and advocating for doing work with us. Those all need to just be planned things. So we need to build now, start building objectives around what we want to accomplish in each of those strategies. Now, if we’re going to build a true marketing operating system, one of the core pieces that this is going to be built on is a system strategy. So what’s our tool stack?

What are the processes? How do we create automation? Increasingly, what role is AI going to play in our creating systems? Because this is really how you get this repeatable system in place is by actually having a plan, having that business and marketing strategy that is then going to be executed by who’s doing things. And then of course, that’s the final tip of the pyramid, and that’s the team strategy. What are the roles? What’s the rhythm?

How is AI going to be integrated into your team? So that’s the spine. That’s ultimately what we want to have a plan for. And then we build the marketing operating system in stages to actually execute on that. There isn’t any way for me to put a pyramid down in structure in front of you and say, here, fill out all of this and we’ll have this. That’s the ultimate goal to actually have this completed marketing pyramid that’s going to be our guide.

but we’re going to build it in, and we’re going to build each of those pieces in stages. So, what are the seven stages? I like seven as a number. Seems like I’ve used a lot in the things that we’ve created. So, the first one is the strategy first core. This is something we’ve been doing for 25 years, and it’s still a crucial element. I don’t care what we’re developing, it’s a crucial element, always will be.

John Jantsch (06:56.302)

tools come, platforms come and go, AI is here this week, who knows what’s here next week, strategy, the strategy core, and fundamentally what we’re here to do as marketers, I don’t think will ever change. So we have to build that, we have to diagnose the gaps, we have to clarify the message, we have to define the client journey, and we have to tie those back, and really part of the first part before we’d ever get started is we would have an in-depth analysis.

with your help, of course, as the business owner on what the business strategy is. And quite frankly, that may be a discussion that we have to start because you’ve never really looked at a long term approach to your overall business strategy. So we may start there before we actually start or maybe as the discovery phase of the strategy first core. The second component then is what we call the campaign builder system. So I mean, this is where we’re going to plan.

you know what 90 day campaigns would look like. But we’re going to start here with building your brand engine and your growth engine and your customer experience engine because those are going to be the things that we’re going to launch really out there. We have to have those built in order to build campaigns. Stage number three, the third component is what we are calling the work stream engine. So this is where we’re going to assign roles, SOPs, rhythms for execution.

probably build OKRs, which is an objective key result tool that I think Google was, or people at Google were most noted for developing that. It’s great tool for actually breaking things down into small chunks so you can get to it. Then the next stage we’re gonna go to really is the AI powered marketing hub. I believe that, you know, a lot of people are still looking at AI as a tool or they’re looking at it as a

platform or as a way to do automation or as a way to do things faster and more efficiently, I ultimately believe that it’s going to be just baked into how we work as a company. let’s say you have Google Workspace or you have Microsoft Teams. Today, a lot of the communication across organizations, even outward communication, say via Gmail, things of that nature, is all just baked into those kind of

John Jantsch (09:21.304)

tools. mean, they basically are workplace tools that everybody uses in the organization. They all communicate with each other. They all collaborate. Well, AI is going to be baked in. Increasingly, it is being baked into those tools. But what we’re going to build is the AI marketing hub. So you’ll have playbooks now for how’s the newsletter going to be written? What are blog posts going to be? How are we going to do social? What are our ads going to look like? I believe we can use the AI tools to build a framework inside of an organization so that

no matter who’s operating the system inside the organization, they will actually have the playbooks to do it correctly and to use AI in a way that’s branded and in your voice and trained, but can also produce a lot of output that is part of the marketing plan.

Now, the fifth stage is actually, we’re calling it scorecards and signals. So this is gonna be your dashboard. It’s gonna be how you track performance without really getting into the vanity metrics. It’s gonna be, we’re gonna measure what matters, right? Now, this comes in the fifth stage, but frankly, we are using data throughout. I mean, when we are looking at an ICP, we’re looking at data. When we’re looking at core messaging, we’re looking at data. So…

Data becomes this fifth stage where we’re going to build the ultimate output tool, but we’re going to be baking data into the culture and the DNA of the organization. I think that that’s a real gap for lot of organizations. They don’t know what to measure. They aren’t measuring anything, or they’re measuring stuff that’s so complex it doesn’t really give any insight. And so we’re going to bake it into every stage, but then you’re going to have actually the dashboard as part of that.

One of the things that’s really important is this is not no system is set and forget it. We’ve got to tune it. We’ve got to maintain it. We’ve got to give it oil. All the metaphors you want to use there. And so we’re going to actually have what we call the momentum meeting. So it would be a very structured monthly check in that’s going to drive accountability and alignment and reassign ownership, reassign responsibility on what’s going on.

John Jantsch (11:34.688)

assess where you are on meeting your system output. And then the last piece, I think any good system, you’re basically building the thing and hoping you got it right. And so constant optimization is probably, many of you probably experienced that in your own business. mean, we’re every 90 days tweaking something or maybe.

changing direction almost in a large way or to some degree or in a new product offering or something. So there’s this constant feedback and review to refine and improve what’s working that we call the optimization loop.

Once we build that, what happens after that? It’s our belief that clear strategy is something that doesn’t change every month, but your marketing systems run consistently. Campaigns generate results, not noise. the key is inside the organization, think everybody knows what their role is. Everybody knows what their objectives are. Everybody has…

has visibility into what’s working, what’s not working. And I think that confidence across the team should really soar. Even if the team includes outside folks that are third party suppliers, partners, vendors, it really gives them confidence to know that there is a plan that they’re not just doing their one little part out there. So.

John Jantsch (13:13.922)

What’s next?

This is something that we are building now for clients. And it’s something that if it makes sense for you, we would love to show you this system.

Grow Your Business with the Marketing  Hourglass Framework

Grow Your Business with the Marketing  Hourglass Framework written by John Jantsch read more at Duct Tape Marketing

I created the Marketing Hourglass™ after years of working with small businesses that felt overwhelmed by disjointed tactics. Agencies chased big budgets and flashy campaigns, while consultants dropped in and out without leaving a sustainable system. I believed marketing should work like any core business function; systematic, practical and focused on results. That insight became a framework, then a book and eventually a global community built around strategy before tactics.

Why Most Marketing Funnels Fall Short

Traditional marketing funnels push people from awareness to purchase, then stop cold. But as a small business owner, you know the real value comes after the sale, when customers come back, buy again, and tell their friends. Funnels ignore this. They treat marketing as a straight line, missing the reality that today’s buyers research, compare, and rely on recommendations before and after they buy.

Here’s the problem:

  • Most marketing stops at the transaction.

  • Buyers expect more: ongoing value, trust, and opportunities to share their great experience.

  • If you don’t nurture relationships after the sale, you lose out on repeat business and referrals.

Introducing the Marketing Hourglass™ Framework

The Marketing Hourglass™ was created to solve this problem. After years working with small businesses overwhelmed by disjointed tactics, I realized that marketing should be systematic, sustainable, and focused on results, just like any core business function.

The Marketing Hourglass™ expands the funnel into seven essential stages: Know, Like, Trust, Try, Buy, Repeat, and Refer. Each stage answers a question your customer is asking and helps you guide them from first discovery to enthusiastic advocate.

Why Does The Marketing Hourglass™ work?

  • Aligns with real buying behaviour. People often decide long before they contact you. The hourglass ensures you’re there early and stay present after they buy.
  • Improves profitability. Selling to existing customers can convert as high as 70%, while new prospects often sit closer to 20%. This means, even a small bump in retention, around 5%, can increase profits by more than 25%.
  • Creates a referral engine. Happy customers spread the word. The hourglass gives them a structure and incentives to do so.

What Are the Seven Stages of The Marketing Hourglass™?

  1. Know – “Who are you?” Use search‑friendly posts, social media and local events to introduce yourself. Address the problems your audience faces instead of pitching services.
  2. Like – “Do I like your style?” Show personality through behind‑the‑scenes stories, team profiles and newsletters. Help people feel a personal connection to your business.
  3. Trust – “Can you deliver?” Publish case studies, testimonials and reviews. Evidence builds confidence.
  4. Try – “What’s the risk?” Offer a free consultation, audit, sample or downloadable guide so prospects can experience your expertise with little commitment.
  5. Buy – “Is this right for me?” Make the purchase simple. Onboard new customers thoughtfully, communicate clearly and deliver early wins.
  6. Repeat – “Should I stay?” Stay in touch with educational emails, progress check‑ins and offers that add value. Show customers you’re invested in their success.
  7. Refer – “Who else needs this?” Encourage referrals by making the process easy (shareable links, referral bonuses) and recognising advocates. A great experience is the foundation.

Case Study: Balance Dental Studio’s (Previously Fox Point Dental) Marketing Hourglass™ Success

Balance Dental Studio needed a complete marketing reset. By embracing the hourglass model, they:

  • Rebranded and relaunched their website for better awareness and trust.
  • Offered low-risk ways for prospects to engage, like free consultations.
  • Streamlined the appointment process to make buying easy.
  • Nurtured patients after their visits with ongoing communication and value.

The results:

  • Website traffic soared by 1,287%
  • Google Business Profile views increased by 659%
  • Overall practice growth reached 300%

When you guide people from first discovery to repeat visits and referrals, the impact is dramatic.

Read the full Fox  Point Dental case study

How Can I Put The Marketing Hourglass™ Into Practice?

  • Audit your touchpoints. List every interaction prospects and customers have with you and assign each one to an hourglass stage. Notice gaps, maybe you have plenty of awareness content but no formal referral process.
  • Fill the gaps. Add simple tactics for the stages you’re missing. For example, if you lack a “Try” stage, offer a free audit or downloadable checklist.
  • Measure what matters. Track metrics such as repeat purchase rate, referral volume and customer lifetime value, not just leads or clicks.
  • Update regularly. The hourglass is dynamic. Refine your approach based on results and feedback.

How to Make Marketing Manageable

Small businesses thrive with systematic, not scattered, marketing. The Marketing Hourglass™ is your blueprint for attracting, engaging, and delighting customers at every step. Want to see where you stand? Schedule a Strategy Call today.

Let’s turn marketing chaos into clarity together.

Frequently Asked Questions

What is the Marketing Hourglass™?

 It’s a seven-stage framework that covers the entire customer journey, helping you build relationships beyond the first sale.

Is The Marketing Hourglass a trademarked term?

Yes, the Marketing Hourglass™ is a registered trademark of Duct Tape Marketing. You can view the US patent here.

How is it different from a funnel?

Funnels end at the purchase. The hourglass continues past the sale, focusing on retention and referrals, key drivers of sustainable growth.

Who created the Marketing Hourglass™?

 John Jantsch, founder of Duct Tape Marketing, built the hourglass to help small businesses implement systematic, results-driven marketing.

Can any business use this framework?

Yes, B2B, B2C, product, or service. The hourglass adapts to any industry or business size.

How do I start?

 Map your touchpoints to each stage, identify what’s missing, and take action to fill those gaps.

What should I measure?

Monitor repeat purchase rates, referral volume, customer lifetime value, and how prospects move through each stage.

Why Great Employees Don’t Always Make Great Managers

Why Great Employees Don’t Always Make Great Managers written by John Jantsch read more at Duct Tape Marketing

Listen to the full episode:

Episode Overview:

In this episode of the Duct Tape Marketing Podcast, host John Jantsch talks with Ashley Herd — founder of Manager Method and former Head of HR at McKinsey — about what it really takes to be an effective, empathetic manager. Herd argues that many managers are “accidental”: promoted because they excelled individually, without any training for leadership. She shares her practical framework for building management skills, focusing on clear expectations, real communication, coaching over commanding, and leading in a way that supports people rather than burns them out.

Guest: Ashley Herd

Founder, Manager Method | Former Head of HR, McKinsey
Ashley Herd is the founder of Manager Method, a leadership-development firm dedicated to helping managers build confidence, support their teams, and deliver results — without sacrificing people’s well‑being. With experience in corporate sales, law, and HR, Ashley brings a unique “career quilt” perspective rooted in both strategy and empathy.

Key Takeaways:

  • Many managers are promoted for high performance, not leadership potential — and they often get no training.
  • Clear expectations aren’t just goals; they’re conversations about roles, impact, and support.
  • One-on-one meetings should go beyond status updates to explore challenges, growth, and engagement.
  • Feedback (positive and critical) should be delivered with empathy, not ego — using Herd’s “Pause → Consider → Act” model.
  • Great managers act like coaches, not bosses — empowering their teams to lead and grow.
  • Small actions — like explaining why you hired someone — can transform trust and motivation.

Notable Moments:

  • 00:55 – Why promoting top performers can backfire without proper leadership training.
  • 06:20 – Herd explains how to define and communicate truly “clear expectations.”
  • 10:50 – The underestimated power of one-on-one meetings for trust and retention.
  • 13:06 – Herd’s “Pause–Consider–Act” framework for giving effective feedback.
  • 15:40 – The value of treating managers as coaches and culture builders.
  • 20:16 – A simple tip: always tell new hires why they were chosen.

Memorable Quotes:

“A lot of managers don’t know what to do. They weren’t given any training — no guidance on how to coach, delegate, or handle people issues.”

“If you make time for a one-on-one and show up on time, it sends such a strong signal. That alone shows you care more than you think.”

Resources & Links:

John Jantsch (00:01.683)

Hello and welcome to another episode of the Duck Date Marketing Podcast. This is John Jantsch and my guest today is Ashley Herd. She’s the founder of Manager Method and a former head of HR for McKinsey. She’s known for her practical real-world approach to leadership, helps managers build their skills they need to lead confidently, support their teams and get results without burning people out. We’re gonna talk about her new book, The Manager Method, a practical framework to lead, support and get.

So actually welcome to the show.

Ashley Herd (00:32.93)

Thank you so much, John. So glad to be here. Love the podcast.

John Jantsch (00:36.143)

So most of the managers I know become managers by accident. That’s a typical company. It’s like, you’re the best salesperson. You’re now the sales manager. what problems do you see that that dynamic kind of creates for organizations? mean, is there a better, more practical way to actually create managers?

Ashley Herd (01:02.158)

I think there is. mean, one is that’s often the case. In sales is the perfect example of that because it is the place where I think it can be the hardest mindset. Maybe marketing too, because it’s very creative. But when you have sales in particular, you’re super competitive, you’re used to be a number one. All of a sudden you’re promoted to sales manager, often because organizations think they’re great, they’ll teach everybody win-win. We’re going to turn everyone into little versions of them. Then all of sudden they become a manager.

John Jantsch (01:03.878)

me.

Ashley Herd (01:28.312)

They’re not used to sharing their tips. They don’t remember how they first got started. They’re coaching poor performers that they have no empathy for whatsoever. And now they’re dealing with time off issues, people issues, all of these people things. It often that win-win really quickly becomes a lose-lose. And so I do think it’s important for organizations to really think about career paths. mean, sales is one in particular. Now, I think you see plenty of individuals that have been an individual contributor in sales and have thrived in it.

or that have gone into a sales manager role and happily gone back into an individual contributor role. And so some of it is thinking about who really is interested in becoming a manager, but developing people and giving them the tools. mean, the first tale of Zoldyf’s time I see is people promoted just because they’re good at their job. The second is people promoted and then you don’t get any sort of resources and training to actually know how to coach and delegate, understand why those matter and how to do them and how to think about.

the people issues that all of sudden they’re popping up that you have no idea what to do with.

John Jantsch (02:28.595)

There’s a, I don’t know if you’re a baseball fan, but this is a really common thing in a lot of sports. The best managers were never the best players. They were usually like second string catcher that just like watched the game and saw every angle of the game. know, but the superstars actually didn’t make great managers because they were used to having everybody carry their bags for example. So does that dynamic kind of play out in sort of the manager in a business?

Ashley Herd (02:36.278)

Yes.

Ashley Herd (02:55.066)

It does. it’s the same when you see that with coaches. The other day I was just watching Packers Bills and so they said neither Josh Allen nor Aaron Rodgers. They hadn’t even as individual contributors, they hadn’t gotten D1 scholarships. So people can be developed over time and managers, absolutely see that. And so I think that absolutely resonates because one of the things that I say sometimes, one is if you’re thinking about becoming a manager, go in your local community Facebook group and just look at the discussions that go on and think,

what I want to manage those people in the workplace. And if you have some interest in it, then you’re probably set out to be a manager because you’re going to work with those different people dynamics. But the second is, what’s important to you? Is it your gold stars, your recognition, or is it about your teams? Because I actually think it’s really OK for a lot of people. They realize through this process how much individual recognition means to them. And that’s where it can be important to that

As a manager, you can really shift. And so all of a sudden giving people, giving other people kudos, talking about their names, a really easy trap for people is to think, well, if I start doing that, all of sudden I’m not needed. And they don’t realize that one of the best things that can happen is for senior leaders to know all different names of the people on your team. And they come first to mind rather than you because you’re creating those pathways and getting the results that matter and building those careers as well.

John Jantsch (04:20.947)

So this is ostensibly a marketing show, but I have anything that has to do with business, to me, relates to marketing. So I have a lot of leadership book authors. I have a lot of management book authors on this show. So when you set out to write this book, did you say to yourself, here’s the gap that I’m going to fill? Like, here’s what nobody else has figured out and written about?

Ashley Herd (04:41.582)

Well, of course I did, because everyone thinks that way, John. But what I saw, my path was a little unique. started in sales. I actually started, like when I talk about sales, I was in a very high pressure corporate sales role, cold calling CFOs to start with, long before I went into legal and HR. And so I have a sense of what it can be like working in some of those different functions. But what I saw frequently, whether sales or legal or HR, often it wasn’t

managers doing the wrong thing or saying the wrong thing necessarily. It was managers that didn’t know what to do. And so they weren’t giving feedback to their team members. They weren’t having conversations. They really weren’t. And so what I set out to do was really to help have a practical way to think about your team, think about results, but also give ideas of what to do and say in situations. That can be a lot easier for someone to take an example and put that into their own voice. And that’s the gap that I was really trying to fill with the manager method.

John Jantsch (05:39.709)

So I often say this about a lot of situations that the key to success is usually expectations. And you write in the book about the idea that clear expectations is one of the foundational elements. But that’s one of those things that you can say clear expectations. And that’s going to mean 100 things to 100 different people. And most of us probably just have our default. It’s like, well, yeah, I told them to get the job done.

wasn’t that clear? Right? So how do you help people kind of become, know, clearer when their kind of default personality is, doesn’t everybody get it?

Ashley Herd (06:21.326)

It’s great. mean, I clear expectations is very similar to strategic in these terms that people are told you need to do, especially as a manager, whether you’re hiring your first team member or you have a group. But clear expectations, I think it’s really important to break that down into a conversation. so ways I do that, and one resource that you’ll see on the site as part of the book, is to have that conversation with your teams of literally breaking it down. This is how your role plays into the overall organization. If you do well in it,

This is how it impacts others. And if you don’t, for some reason, this is how it impacts others as well. Now, clear expectations, this is whether you can quantify things. Like if you’re in sales, for example, like, OK, your book is, you you’re supposed to bring in 750K a year. And that’s where a lot of sales leaders in particular stop. They give you your goal, you move on with life. OK, now I’m going to scramble and do everything I can call every relative I’ve ever heard of to try to make that happen. But so the part of clear expectations is that conversation of

Here are things you can do. Here are tips from others. This is what you can figure out for yourself, and this is the support that you’ll have. It’s putting the layers beneath that. To say to someone, for example, if on Monday, okay, your goal is 15K this week to bring it in. And then it’s having the conversation and saying, what are you going to be doing on Tuesday? What’s Wednesday going to look like? And what about Thursday that can make that happen? What could possibly get in the way?

that could hurt that. What can you do to prevent that? And so it’s having some of those additional questions and conversation to really have it bring it to life rather than just saying the goal and having them figure out the what, where, how, why, and everything else in between.

John Jantsch (07:59.827)

And that kind of goes both ways though, right? I mean, it’s on that person who’s being told what the expectation is to say that’s not realistic, right? I mean, to have that dialogue. And I think that’s where sometimes, I know in my own experience where, you know, I’ve set what I thought were clear expectations, the person on the other side is saying that they can, wait, that’s gonna happen, but they don’t tell me. And so all of sudden, again, it’s like neither of us are meeting the right expectations. So.

Ashley Herd (08:19.917)

Yeah.

Ashley Herd (08:25.583)

Yeah, I think it’s true. And I’ve seen it in some ways, like when I was a lawyer, for example, people would say this and say, OK, we need we need this contract. We need this contract negotiated right now. Today we need it signed. I say, OK, well, this other side’s had it for about two months and you’re giving it to me. And again, what I can do is this is really important to move around or not. What also is in little teeny tiny print at the bottom that you don’t see, because like the CEO says it’s important. I’m like, OK, but we also want to have credibility. And so if all of a sudden we’re turning things around, it can make us look

whether it’s desperate or now this is something that’s not a priority, it’s being able to have those conversations. And for me, some of the best working environments, whether it’s a small team or large, is being able to have that two-way street and talk about what else is going on and not just saying yes and sacrificing your life to get it done.

John Jantsch (09:11.323)

So you just slipped in another career actually. How many careers have you had?

Ashley Herd (09:15.437)

Well, in the book, John, I call it a career quilt. mean, those that, especially those, you know, those that are that are working with your fractional CMO agency system and that, you people often and now more than ever, I do think are trying to figure out what do I want to do when I grow up, whether you are five years old or you are 75 years old and trying to figure those things out. And so, you know, I I had I probably thought for a while I would be a lawyer, but it was the things that I learned.

Right now, what I do is I post videos on social media because I have thick skin from cold calling CFOs. And so those comments don’t hurt me like they may not have if I didn’t get hung up on the phone by CFOs. so having that background of legal where things go wrong, sales of understanding revenue and the pressures people are under, NHR about really how to harness the power of people and importance on people’s work and life, those have led me to where I am today, my very unique career quilt.

John Jantsch (10:14.163)

So let’s get down to one of the, probably the biggies for lot of managers, the one-on-one meeting. And I hate to do this, but I’m just gonna use myself as like you’re a bad example for how to fix this. But a lot of my one-on-ones end up turning into status reports. It’s like, here’s all the stuff. where are we on this? Where are we this? And then there’s no time for like, what do you want out of your career?

you know, kind of conversation. how important is it that you have those separate meetings, that you have that one-on-one that really drives engagement?

Ashley Herd (10:50.607)

I think a one-on-one is really important to get work done. And it’s so much more important for your team member than you sometimes realize. What I see frequently in my very scientific comments on social media, if I do a video on one-on-ones, people will say, I don’t even know what that is. My manager never shows up to them. Or if they show up, they’re 25 minutes late to a 30 minute meeting. And so for team members, it actually really is a signal. If you as a manager, you make that time and you show up on time, barring emergency or on, it sends such a strong signal, just that.

John Jantsch (10:57.128)

me

Ashley Herd (11:20.143)

aspect alone because often your team members, especially if it’s really stretched out your one-on-one time, they may have 37 things on their list and they’re just dying to get through it. But it really is a balance. One thing that can help is having, whether it’s a shared agenda or a shared document between those. the status, because it is important to know where things are. But if you use that and it can take habits to get into it and use it both ways, so the employee is adding information and the manager is actually looking at it in advance.

then you can knock out a lot of that normal back and forth of where are things, what should we do next? And put that into more of the document, talk through any call out areas. But on the flip side, it would also feel super awkward every week to have your manager say, look, what do you want in your career? You’re like, well, I’ve had the same job for three and a half years and my answer’s the same that it’s been since, you know, since 2021. But is to think about having some of those questions. And that’s why I can help to say things like, what’s something that you could use some advice on?

John Jantsch (12:03.463)

Yeah, right.

Ashley Herd (12:18.739)

Or as a manager, here’s a decision I’m making. What are your, what are your, I’d love your takes on it. Because a lot of times when you get into leadership, you can feel really alone because outside of your organization, you might have a network, you might not. But if you talk to your team members and open up about your reality, the decisions you’re making, maybe if things you’re struggling with and get their thoughts, they’re likely to tell something at some point that you haven’t thought of before, but you’re also that’s, that can help with career development much more than a more forced conversation.

John Jantsch (12:49.373)

So, somewhat related feedback, both good and bad, that we should provide, hopefully we are providing. Do you have kind of a framework for the way to give honest feedback that doesn’t put people immediately on the defensive?

Ashley Herd (13:06.319)

So in the book, I actually have the framework, this pause, consider, act framework, a three-part framework for any decision as a manager. And what that means is pause to just, whether it’s taking a beat, one of the biggest issues I see as a manager is thinking you have to know all the answers and just going straight ahead and reacting in the moment. But sometimes it’s taking that pause. But also consider and act. And so frequently what I see of people not giving either more critical feedback or more positive,

The critical feedback is they don’t want to, it sounds so mean, it feels so awkward. In the consider aspect, can think, you know, that’s a lot about yourself. You’re, more worried about yourself and how you’ll be perceived. But think on the flip side, especially you may have, like, let’s say you have a team member and you’re like, they’ve been doing this for years. No one has told them this. Why, why would I say something now? But think to the flip side of this is someone that could have used this feedback years ago. If you can be the person that delivers that, that can change the course of the rest of their career.

and be the person that they really look to as a leader. so instead of focusing so much on how it feels, thinking about that person, what do you want? If they’re making mistakes, if they’re missing deadlines, how can you also ask questions to get their perspective? I mean, that’s a really important one before you go in. A lot of times people make assumptions, but thinking about the questions that you can ask that you maybe don’t know the information to, and then delivering that and telling people sometimes, especially if it’s someone that’s not used to hearing that feedback, or you can tell, you know, they kind of get emotional.

is saying to you, I’m giving this because I care about you in this job and your career. And it’s really important for me to work with you on things, not to come down at you, not to, not to beat you down, but to really build you up. And some of that is hearing perspectives from others. And there’s ways you can say that and people can always find their own voice. may be listeners that hear this, that think I would, I don’t know how it possibly says, say that. And that’s where even like AI tools can help to say, this is how I don’t normally talk so corny. How can I say this in a way that feels natural, but really shifting the focus from yourself to that.

person. And the other is, is positive feedback. I frequently hear and people don’t people more think about how hard it is to get critical feedback. But people don’t realize how rare it is for others to hear recognition at work. Or if you’re in a meeting and someone says something about a team member going and telling that team member or bringing them into that meeting. mean, those are the moments that that don’t happen enough that that really, really matter and you can make a real impact on that person’s job today and career.

John Jantsch (15:28.595)

It’s become, don’t know if fashionable is right word, you hear the word a lot, coach. Does a manager today need to think of themselves as more of coaching role or is that?

Ashley Herd (15:42.289)

I do. Well, I laugh because I worked at Young Brands, KFC, as part of my career. And they actually call bosses or managers coaches. That’s it. And so I’ll see that sometimes on social media. you remember it. And that’s more of a formalized way. But I do think so. And people can have different ways. I prefer the terms leaders or coaches to bosses or managers sometimes because it just changes the dynamic. I I think often, as you think about the org chart, the

The best leaders or coaches are the ones that focus on driving the performance of those that are beneath them on the org chart, so to speak. And if you flip that and think rather than managing people and controlling them, but really helping them have the ideas and have the performance and grow, and you can coach them into those opportunities, because they’re the ones that are actually going to do the work. mean, just like the baseball field, they’re going to be the ones hitting the home run and going around the bases or striking out every time. so using your

feedback and communication to impact that, I really think can have the most lasting impact and have more lasting results.

John Jantsch (16:47.283)

I’ll you, I don’t know where I learned this, but years ago, somebody told me to just try this next time somebody comes to you as a manager with, what should I do in this situation? And I just said, I don’t know, what would you do? And it’s just like amazing, because they have the answer, but they want you to give it to them or something, I don’t know, but that one thing alone has changed how I manage completely, it’s the simplest thing in world.

Ashley Herd (17:03.95)

Yeah.

Ashley Herd (17:15.056)

It’s simplest thing, it doesn’t, it really doesn’t, it doesn’t happen. It truly doesn’t happen enough in the, in the flip to that, to one thing to know is, is if you’re senior to them, sometimes people will get, will get irritated and they’ll say, well, you’re my, you’re the boss. You make more than me. You should decide. Yeah. Just tell me I don’t want to make another decision. Well, I don’t either. Well, you know, so we’ll both just sit here, but we’re stand here. But, but, but I think saying, you know, I, like, I’d love to hear it. And I’m happy to give my input and it’s for you, but.

John Jantsch (17:28.977)

Yeah. Or just tell me what to do. I don’t want to think.

Ashley Herd (17:44.463)

I want you to feel like you can try new things and have ideas. we may not adopt every one, but it’s really important that you feel like you can share those because the most unhealthy cultures I’ve seen, especially when you have a group meetings, is people that will not speak up. If you have a CYA culture where people are more afraid of getting in trouble or saying the wrong thing because they’ve personally seen people get ridiculed or seen others, there’s plenty that think that you have to have that really hard culture.

John Jantsch (18:09.693)

No.

Ashley Herd (18:14.437)

But that really impacts how people feel today, impacts how they work tomorrow and how many days and years thereafter that they want to stay with your organization. And so I think giving people that room, think that’s, love, I’m all about those really simple, simple, but powerful tips.

John Jantsch (18:30.141)

So are there any myths or let’s just say one? Is there one myth that you’d say that’s commonly taught all the time? And I want to debunk that with this book.

Ashley Herd (18:40.571)

Well, one, I talk about the role of HR. So I’m a little different than I was a lawyer and then I went into HR. You sometimes see the flip, but what I frequently see is HR is not your friend. And on one hand, I’ll say that I agree with that. I agree with that myth. But part of that is because HR in an organization, especially if you’re growing and having that support, they shouldn’t be your enemy. If you have any function in your organization that people only go to or only think about when things are going wrong.

John Jantsch (18:42.995)

Yeah.

Ashley Herd (19:09.211)

then that’s really a symptom of an unproductive and unhealthy culture overall. And so if you can flip it and think about everyone in your organization of how they can support other people. so HR individuals who are often thought of as like, get the pay right and get people’s paperwork set up. But if you can take HR and have HR help people, whether it’s managers, whether it’s team members on your team, help them to work better and learn how to communicate and they can really drive that.

That can take a lot of pressure off you, no matter what your role is in the organization, and just create a completely different culture.

John Jantsch (19:42.439)

bet you the HR folks would like that too, right? Because they’re seeing it’s like you go to them because of administrative paperwork or because your exit interview or like nothing pleasant, right? It’s like, you’re going to the principal’s office.

Ashley Herd (19:54.99)

It is, it is, it is, John. It’s, you know, it’s, we’re trying to show we’re not all, we’re not all, we’re not all scary.

John Jantsch (20:02.867)

So the book is full of templates, scripts. Is there one you want to just tease out there to say, like go grab this either from the book or on your website and hear the steps that you ought to follow and why they matter?

Ashley Herd (20:16.571)

Yeah, one thing is if you’re looking for resources, especially if you have a group of managers or even non-managers on your team, you’re trying to have a quick development exercise. On the website, so managermethod.com slash book, we’ll have a book discussion guide so you can use that for conversations with your team. And one thing I’ll tease in that is, one tip is to think about is if you’re hiring someone, if you brought on a team member, or even if someone’s been there for a while.

Did you tell them why they got the role and what uniquely made them stand out? Or did they just get their offer letter and paperwork? Because taking that pause to tell somebody, really, is what we saw in you, why we’re so excited to have you join. Specifically, not just we’re excited to have you join, but this is why. That can help change dramatically how they are from day one and every day after. And again, if you haven’t hired anybody in your while, I promise you, it is not too late in the book we talk about how you can say that no matter…

how much time has passed since they started, even if you’ve worked together for decades.

John Jantsch (21:13.757)

That’s interesting because it does kind of set like, this is my identity here. You know, kind of, so I think that’s really cool. So actually I appreciate you taking a few minutes to stop by the Duck Tape Marketing Podcast. Is there anywhere else you invite people to find out more about you and your work?

Ashley Herd (21:29.509)

Yeah, you can go to managermethod.com. You can find me across social media at manager manager method. You can find me on LinkedIn Ashley H E R D.

John Jantsch (21:40.179)

Again, appreciate you stopping by and hopefully we’ll run into you one of these days out there on the road.

Ashley Herd (21:44.892)

Thanks so much, John.

Using AI to Convert More Leads and Save Time

Using AI to Convert More Leads and Save Time written by John Jantsch read more at Duct Tape Marketing

Listen to the full episode:

Joe GagnonOverview

On this episode of the Duct Tape Marketing Podcast, John Jantsch interviews Joe Gagnon, co-founder and CEO of Raynmaker, an AI-native sales platform built specifically for small businesses. Joe shares how AI can take over the hardest part of running a small business—consistent, reliable selling—without sacrificing trust or human connection. They discuss AI-powered call handling, 24/7 coverage, better customer conversations, and why this technology may finally give small business owners their lives back.

About the Guest

Joe Gagnon is the co-founder and CEO of Raynmaker, where he’s building the first AI-native sales platform for small business. A longtime technology and customer experience leader, Joe is focused on combining AI, workflow, and human-centered design to help small business owners sell more, work less, and deliver better customer experiences.

Actionable Insights

  • Small business owners didn’t start a business to “do sales.” Most want to deliver their craft and end up overwhelmed by lead follow-up, quoting, and closing.
  • AI-native doesn’t mean “all AI, all the time.” Rainmaker uses AI for the conversational and learning components, but most of the platform is sales workflow and data integration.
  • Pricing is designed to replace headcount, not add to it. At roughly $500–$1,000/month, it aims to be cheaper than hiring a person to answer phones—while covering 24/7/365.
  • Trust comes from better answers, not just a human voice. Customers call because they want fast, clear information and reassurance. If AI can deliver that, many callers are satisfied.
  • AI can improve sales and support together. Customers don’t separate “sales” from “support” when they dial; Rainmaker can handle both flows through the same number.
  • AI conversations can be brand-tuned. The system can be trained on the owner’s voice, tone, and brand language, and adjusted for accent, gender, and style.
  • Learning over time is the real superpower. Call transcripts and patterns can surface common objections, effective responses, regional differences, and new opportunities.
  • “Outbound” can be redefined around customer timing. Instead of cold calls, think call-backs on forms, instant responses when interest is high, and follow-up on the customer’s schedule.
  • This tech is about giving owners their life back. Less after-hours selling, fewer missed calls, and more predictable revenue.

Great Moments (with Timestamps)

  • 00:21 – Why Reinvent Sales for Small Business?
    How owners end up trapped doing sales they never wanted to do.
  • 02:21 – What “AI-Native Sales Platform” Really Means
    Joe explains AI components vs. workflow and why it matters.
  • 03:54 – Leveling the Playing Field for Small Business
    Giving small firms big-company sales capability at a fraction of the cost.
  • 05:47 – Automation vs. Authenticity
    Balancing AI automation with trust, empathy, and real answers.
  • 08:11 – When AI Support Actually Feels Better Than Humans
    Why customers just want fast, relevant help—no matter who (or what) delivers it.
  • 11:15 – Learning from Every Call
    Using transcripts and models to improve responses and spot patterns over time.
  • 12:32 – Sales Use Cases: Inbound, Scheduling, and Payments
    How AI can handle the full sales flow, not just FAQs.
  • 14:46 – Will Customers Prefer Talking to AI First?
    Exploring a future where AI handles Q&A before any human gets involved.
  • 17:31 – First Steps for Overwhelmed Small Business Owners
    Phased adoption: answering/summary, then scheduling, payments, and full integration.
  • 19:30 – Why This Tech Might Be the “Car After the Horse and Buggy”
    Framing AI as the next major productivity leap for small businesses.

Insights

“Most small business owners didn’t start their business to sell—they started it to serve. Sales just got in the way.”

“If the AI gives you better, faster answers than a human, the customer doesn’t really care what’s behind the curtain.”

“We’re not trying to manipulate buyers; we’re trying to inform them so they can make better decisions.”

“The dream is: no more answering the phone at midnight, no more selling from the sidelines at your kid’s game.”

“Technology should remove friction and extend your capabilities—not make life more complicated.”

“_

John Jantsch (00:00.767)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is Joe Gagnon. He is the co-founder and CEO of Raynmaker, where he’s building the first AI native sales platform for small business, combining his interest in technology, leadership and human connection. Today we’re going to talk about how AI is reinventing sales as we know it for small business. So welcome to Show Joe.

Joe Gagnon (00:25.826)

John, thanks for having me on. Love this show that you have.

John Jantsch (00:27.797)

Well, thank you, thank you. So I guess let’s start with what needs to be reinvented. Why are we reinventing sales?

Joe Gagnon (00:36.494)

I’m not sure that particularly we’re inventing sales, but how we actually make sales happen. And, you know, I’ve been selling since I was 16 years old. So I think I learned the essence of the conversation, but more than anything, you know, why is someone looking to buy something and how do we make that happen? And so what happened, you know, as I got inspired over the past year about the Rainmaker idea was small business owners don’t start businesses with the idea that they want to sell people. They want to deliver their service.

Home services, mow the lawn, clean the house, don’t know, walk the dog, whatever it might be. And then they start this business and they sell usually this early adopter, already want their service in their local community. And then they have to find like, oh my God, I gotta buy some leaves and I gotta talk to these people. Then I gotta convert them. Then I gotta turn them into customers. They’re doing this while they may be driving in their pickup truck to the next customer and it just gets harder and harder for them to actually have a life when they…

stepped into this idea of like American my own business make this work and now they’re stuck in the stock at the hardest part, which is the part that we wanted to focus on, is so we’re reinventing in the context of how a small business owner operates their business.

John Jantsch (01:52.437)

Yeah, it’s funny. I talked to many, many business owners of all, you know, every industry you can imagine. And if they’ve been in business for a couple of years, at least they realize now that 50 % of job is selling or getting sales. And as you said, a lot of them just want to swing a hammer. And so it really does make it tough. We use the phrase and I think this is straight out of your bio, AI native sales platform. What does that mean? I guess, and maybe describe it in the context of Marine Bank.

Joe Gagnon (02:02.924)

Yes.

Joe Gagnon (02:07.939)

Yes.

Joe Gagnon (02:15.518)

Mmm.

Joe Gagnon (02:21.824)

man, it’s like a good question. like, hasn’t AI sort of been around for 30 years, right? mean, you know, MIT and Marvin Minsky and the rest of the boys up there.

John Jantsch (02:30.559)

Well, just even our driving directions, things like that people don’t realize have been very powered by AI. We’ve been using that for a decade.

Joe Gagnon (02:35.542)

Yes. So the models that underlie the idea have been around for a long time. We’ve evolved to this thing called the large language model, which is giving more access to sort of regular people in terms of this token-based conversational creation in real time. So AI native for us is the parts of the workflow where we want to leverage AI

algorithms and technology, but the whole system itself, mean, we probably use 30 % is this AI part, 70 % is a workflow. It’s a sales workflow, it’s a data integration problem. But in the part of the conversational dialogue, yeah, there’s native AI where we’re going back and forth between our own LLM as everyone would call it or what an open AI might look like. But we’re also using

broader context of AI to mean machine learning as well. So the ability to leverage mathematical models to look for insights, to be able to bring out derivative perspectives that you wouldn’t have been able to do with just a normal database. So that’s the AI native part of what we’re doing.

John Jantsch (03:54.517)

So a lot of small business owners don’t have the budget or just don’t really have the wherewithal to put together an operations team, BDRs, closers, whatever all the roles would be. But in a lot of ways, is this leveling the playing field a little bit for that smaller company?

Joe Gagnon (03:57.902)

you

Joe Gagnon (04:10.99)

That’s the hope. know, there’s a language that everyone started using, which is like democratize capability, access to systems and all of that. I think that the fundamental thesis that we took to this was actually literally to say, what would the small business owner need and what could they invest to make this kind of transformation happen? Because actually, if this works, I think we give them their life back. They’re not sitting at the soccer game with their phone connected to their ear. They’re not driving and texting in their pickup truck or whatever vehicle they might have.

John Jantsch (04:16.053)

Yeah, yeah, yeah.

John Jantsch (04:39.977)

Yeah.

Joe Gagnon (04:40.174)

that our price point, you know, on the low end, it’s $500 a month, on the high end, it’s $1,000 a month. This is less than hiring a person to answer the phones. We can cover you 24 by 7 by 365, learning off of your dialogue, your brand, your voice, and leveraging our sales expertise, our workflow, our database, and the combination of which should allow that business owner to grow as much as they want.

They don’t have to look. mean, some business owners have told me in the past, look, I don’t want more business than I have today, but I just want it to be predictable. I don’t want the ups and downs. I’m spending so much money on leads. I don’t even know what I’m buying. And so we’re trying to get this to where that American dream is not so daunting. And actually that I mean, look at John, I can’t believe how many people want to start their own business. What are they thinking? But maybe we could actually make that

know, emotional journey better and turn it into something that doesn’t dominate their life.

John Jantsch (05:47.113)

One of the, I think, fastest ways to erode trust in marketing is when things feel very automated, very inauthentic. We all get the AI spam now. How do you kind of balance that? Automation’s great when it reduces friction. It’s bad when it kills relationships.

Joe Gagnon (05:57.624)

Yeah.

Joe Gagnon (06:09.538)

I think it’s a great question and there’s a balancing act that we’re going to have to play over the next year. I think if we were a year from now, we’d be really hard pressed to find the difference between a voice generated by AI or a person’s voice. So we’re not far away from that. Our thesis is this, the consumer is making a phone call because they want more information and because the website didn’t provide it, the product didn’t provide it, or they just have some emotional support that they want. And so,

To the degree that we can give them better, even if it is a little bit robotic, or you can notice it’s an AI, but if they can give you what you need, like, think about this example, you know, we have a lot of pest control customers, someone’s gonna spray for mosquitoes in the backyard, and the parents, and gosh, I got kids and a dog, I’m wondering, is this safe? They just wanna ask that question. They would probably love to get the owner, but it’s unlikely.

So what if someone sounds enough like the owner and knows it enough to be relatable and answer the question effectively, not just in a marketing way, the depth of, hey, this is organic. Here’s how to think about it. Here’s what we’ve heard from other customers. Here’s things to consider. And so I keep believing that what the consumer is looking for is just more better information when they need it. And this is the starting point. Now,

Probably everyone won’t adopt this within a year because they will be skeptical. And as they experience it more and more, it’ll get better. Look, I’ve run call center businesses in the past. What I’ve heard more than anything is I don’t want to talk to people who, well, I can’t even talk to them because you have an IVR. Number two, when I talk to them, they don’t know anything. Number three, I can barely understand them, right? That’s the experience to date. We think we can leapfrog over that by bringing this brand context.

and a voice that we can understand that’s available whenever we want. Because imagine midnight on a Saturday, you just want to ask that question like you can’t do that today.

John Jantsch (08:11.069)

I would totally agree with you. I don’t think we care what the technology is as long as we get what we want. And I have interacted, I’m sure we all have, with customer support bots now that are there in every software. And when they’re just maddening, it’s a terrible experience. But I’ve also got a couple of software platforms I interact with a lot, and I get the answers I want.

Joe Gagnon (08:18.03)

Mm.

John Jantsch (08:40.661)

And to me, then I’m like, I don’t need to talk to somebody in support because I got what I wanted.

Joe Gagnon (08:48.14)

Yeah. You know, it’s interesting also, like what we see the integration of sales and support coming together. Like the customer doesn’t think about those differently. And often they call the sales line because they’ll answer and they ask the support. So.

John Jantsch (08:59.689)

Yeah, right. You might spend money with us. Of course we’re going to answer.

Joe Gagnon (09:05.006)

Yeah, so we want to like say, hey, it doesn’t matter. Call the same phone number and bring your sales opportunity or your complaint. I think about this, even in the non-small business area, we’ve been talking to some pizza chains. Like you order your pizza, it’s great. Hey, it came with no pepperoni. I want to call back the same number and get it resolved rather than send an email or try to call the store. We can get that resolved. I think the integration from John, I’ve been working on customer stuff for 30 years.

I think it’s the first time we might be able to, for the first time, really delight a customer because we’re going to work and live the way they do, not the way my business says, I can’t answer the phone now. It’s too expensive to do this. I’m to put technology in the way because it’s just too expensive. We’re going to try and normalize the expense of this and the experience so that it becomes magical. we’re going to, you’ll see on our website soon, we’re going to put up numbers people can call and try.

and see what it sounds like. And they’ll experience it and they’ll be like, well, maybe this is what the future could be like. Because imagine if it is.

John Jantsch (10:11.081)

I tell you a couple of markets I’d like you to target credit card companies and airlines. Could you get them on board?

Joe Gagnon (10:18.882)

You know, my God, I fly a lot and I sort of wonder, you but you know this, like it’s the same as your cable company. I call them up and try and get something like you can’t, you can’t even figure it out. I think this is one of the areas where AI will advance the ball. And because this is under the owner control, it doesn’t have to turn into a marketing vehicle.

They don’t really care about that. They just want predictability and they want their life back. And if we can deliver that for them, you know, this one feels like probably one of the most sort of beneficial systems I could have worked on.

John Jantsch (10:59.913)

Yeah, well, and you’re absolutely right. Those IVR systems from the past, I they basically had a tree of options. If you didn’t fit into one of those options, you were kind of out of luck. Whereas AI can essentially have infinite options for what you’re after.

Joe Gagnon (11:15.406)

Yeah. And I think the other thing is that we learn as we go. So you get all these transcripts, you start to see a pattern. So imagine someone had 50 locations. Well, they never saw the data pattern across all of that. In the future, we can run this into our large language model and ask questions like what worked, what didn’t work, where the objections, how do we handle objections in the future? How could we nurture this customer better? We can learn.

John Jantsch (11:22.644)

Yeah, yeah.

John Jantsch (11:42.655)

Well, or even more, like, in this part of town, they care about this. In this part of town, they care about that. And it’s like personalized to the store level.

Joe Gagnon (11:49.034)

yes!

Yeah, we have found one thing that we thought people would like personalized, and then they changed their mind. So regional accents, for example. So we had a customer who said, we would love a Southern accent. And we put it in there like, no, we actually didn’t really want that. That was too much. So they said, how about that Midwestern one? Female versus male. But we can regionalize, and we can make it feel to the brand more than you could.

We know this, we would love to be able to hire people and have them be experts day one and have them get better all the time. Sadly, that doesn’t happen, but we can do that actually with AI.

John Jantsch (12:32.636)

So talk about some very specific use cases that a small business owner, I mean, are people using this for outbound or is this all really kind of inbound customer service support?

Joe Gagnon (12:39.533)

Hmm.

Joe Gagnon (12:45.312)

Yeah, so this is a good question because we’re going to reframe this idea of outbound. Like why does outbound happen? Outbound is typically a sales process, right? But that’s because the customer can’t talk to you when they want to talk to you. So we’re going to redefine outbound in the following way. If you come and fill out a form, you should be able to talk to someone at that point. You should be able to schedule when you want to hear from someone. You should not be throwing your name out into the ether hoping that someday someone actually gets back to you.

When they inbound or this outbound, you never answer who wants to answer from what call might even look like spam. So one, we want to make it work to the prospect or this potential customer’s timeframe and interest level. This is starting first as a sales platform, which is someone has demonstrated some interest. Maybe they got a Google lead or they got a web form filled out or something to that effect. And they want to reach out to us.

When they call the company phone number, it would ring into our AI and the AI would have that dialogue with the person. They’d go through the conversation, hopefully overcome any objections. And then they’d say, would you like to go forward with the sale? If they say yes, then we do auto scheduling into a calendar. We take payment and then we summarize that data for the owner and update the CRM system. So that’s the first use case really is sales inbound.

John Jantsch (14:17.34)

So do you think that one of the things we’ve really witnessed over the last few years is people are going, because they can, farther down the journey before they ever pick up a phone or contact their business. So much research we can do. A lot of people are putting pricing or least calculators on it so that somebody can actually almost be ready to buy before they even raise their hand. Do you see, and I think a lot of that has to do with you start to talk about, people don’t want to talk to a salesperson. They don’t want to be sold. It’s a hassle.

Joe Gagnon (14:38.915)

Yes.

John Jantsch (14:46.015)

to like schedule an appointment and then meet it. So do you see this actually becoming a tool that people will say, I’ll talk to the AI bot before a human, because I can get the information and I don’t feel like the AI bot’s not gonna pressure me to do something.

Joe Gagnon (15:03.638)

Yeah, you know, so that’s a great question, John. So when we started the company, the first thing I did was write our manifesto, you know, what do we believe in? But the second thing that I wrote was our brain maker constitution. And that constitution is a set of responsibilities we want to uphold, which is we are here to inform the customer on behalf of the owner. We’re not here to manipulate. We want to make them make a better decision. We believe that when they do, they’ll buy more. And so

We actually want the AI to be more about informing. And if it gets the person to the place where they want to buy, they should be able to do that easily. But it’s OK if they use it as a place to get knowledge and to learn about the brand and about the products. It is not meant to manipulate and try all of those sales tactics that a person would do. And we can actually program it that way. That’s why we wrote the Constitution.

John Jantsch (15:52.684)

Yeah. Yeah. Well, what I’m getting at is, mean, imagine doing like a webinar or something. And then typically the CTA is like, know, schedule with one of our advisors, right? Well, now imagine if you say schedule with our AI, it’ll answer all your questions. You won’t have to know anything or do anything. It’s not going to try to sell you anything. It’ll just answer your questions. And then if you want to move forward, you can schedule as a human. Do you see a day where that exists?

Joe Gagnon (15:58.414)

Mm-hmm.

Yep. Yeah.

Yeah, yes.

Joe Gagnon (16:18.542)

I think the first part for sure, but I don’t know that you’ll ever need to talk to the human because this should be as good, but we can do the two-step process. And look, I think it’s up to the owner. If they want to provide information and we want to provide information on their behalf. The reason they might not do it now is they’re like, well, every time I talk to you, I should close you. It costs me more to talk to you another time. But the way we sell our platform, it doesn’t matter if we talk to you one, three or five times. We’re there to help that person make a decision.

John Jantsch (16:23.285)

You

Yeah.

Joe Gagnon (16:47.842)

This comes back to my sales experience. My most effective selling has always been when I have a more informed consumer or buyer. They buy better. it’s when a salesperson, that’s right, but when a salesperson tries to manipulate, you often don’t get to the outcomes you want. So we’re really rethinking this entire buying relationship with this process.

John Jantsch (16:58.242)

price goes down the list a lot of things.

John Jantsch (17:13.705)

Yeah, interesting. So if a small business owners listen to this and they’re like, this is all overwhelming. I don’t, you know, I know I need to get into this, but like how, what are some of the first steps that they need? And some of them are going to be mindset, right? Before technology maybe.

Joe Gagnon (17:24.494)

Yeah.

Joe Gagnon (17:31.085)

Yeah.

Yeah, I wouldn’t, this is like a funny way to say, but you know, we have three versions of our platform. The first is the anytime agent that’ll just actually do the answering for you 24 by seven or off hours or weekend, but just take the call and summarize it for you. It’s a way to say, I wonder how my customers interact. Then we can move into scheduling or payment and then on the full way to the full blown solution with integration and so on.

So part of it is maybe you need to explore what it would be like. The second is, you know, to listen in and hear what calls are like and get an experience and say, wow, maybe that’s not so bad. I think the third thing is to start to look at, you know, what the constraints are that you’re going to have into your growth plan. Do you want to make a commitment to hiring people? Do you want to spend that additional capital?

or would you like to put in a learning system? And so I do think that it’s a bit of a step back to say, how do I want to run the business going forward? Do I have the capability or do I want to get back to the reason why I started this? So yeah, it is a bit of soul searching, but at the end of the day, I think if you go back to why you start a small business, it’s because you want to get the product that you believe in in the hands of a lot of people.

and the sales part gets in the way. And I’ve never met a small business owner who says, the reason I want to start the business is because I want to sell. And so I think that it’ll become more normal. we’ve been going to a lot of trade shows. We do presentations. We have a booth. People are just like, are going beyond just curious now. They’re like, I really should be considering this, shouldn’t I? Now in every technology adoption curve, got

Joe Gagnon (19:17.964)

early adopters, early majority, late majority laggards. There’s some people who will never do this. And amen, that’s fine. But if you want this to work the way you want, then it’s probably worth looking at.

John Jantsch (19:30.438)

Yeah, I mean, I’ve been doing this long enough that there were people that swore they would never ever have a website. you know, we come a long way, don’t we? So, Joe, I appreciate you stopping by and introducing us to the tool. Where would you invite people to find out more, connect with you?

Joe Gagnon (19:36.204)

Right. Exactly, right.

Joe Gagnon (19:51.468)

Yeah, you know, Rainmaker with a Y, R-A-Y-N-M-A-K-E-R dot A-I. That’s our website. Now I’m on LinkedIn, Joe Gagnon. You can always check me out there. I have some fun things that I’ve done in my life that’ll tell you a little bit why I started this and what I believe in. And, you know, appreciate, John, you having us on. We really are committed to

sort of democratizing this capability at a price point that makes it easy for a small business owner so that they can sort of, you know, lean into this American dream and, you know, perform maybe better than they ever thought was possible. That’s what the idea behind technology is, right? This isn’t supposed to make it hard or scary, just make it better. And let’s, we’re going to hold ourselves to that.

John Jantsch (20:37.621)

Yeah, I’m 100 % on board with technology that removes friction, that allows me to do something the way I want to do. I’m all for it. And I think it frees us up to do the human parts that technology will hopefully never be able to do.

Joe Gagnon (20:54.188)

Yeah, I, yeah, well, boy, I’m sure we could have a whole nother podcast on this, but you know, I don’t believe that there’s some big bad AI in the future. You know, we are going to use this to our productive benefit. We’re early, right? We’re still early in this journey. There’s a lot of noise around it, but as we bring out applications like we’re working on, I think people are going to start to say, wow, this actually can be very productive for us. So we’re excited about that.

John Jantsch (20:55.317)

You

John Jantsch (21:12.201)

Yep.

John Jantsch (21:22.67)

Yeah, and I think also, just like all technologies, the more people experience it and have a good experience, there would be less resistance, because they’re like, OK, that change wasn’t so hard. That’s right.

Joe Gagnon (21:28.184)

Hmm.

Joe Gagnon (21:34.446)

That’s right. We’ve lived through many of them, right, John? mean, everyone knows those back and says that, you know, we weren’t going to leave the horse and buggy and came to a car and now we can’t live without it. I do think this one is really fascinating because it extends us maybe another order of magnitude than we could have otherwise. And we’re so committed on this price point because

you know, in small business, we understand that these are tight margins and, you know, we want to make this very accessible to people. And, you know, there’s 30 million small businesses in the U.S., probably 10 million who could be in our target profile. We could get hundreds of thousands doing this, then wow, we’d all do better because it’s the lifeblood of the economy really at end of the day.

John Jantsch (22:12.905)

Yeah, yeah, yeah.

John Jantsch (22:21.267)

Yep. Well again, appreciate you taking a moment to stop by the Duct Tape Marketing Podcast and hopefully we’ll run into you on these days out there on the road,

Joe Gagnon (22:28.664)

Thanks, John. Appreciate it.

Become Impossible to Ignore: Market Eminence with David Newman

Become Impossible to Ignore: Market Eminence with David Newman written by John Jantsch read more at Duct Tape Marketing

Listen to the full episode:

Overview

On this episode of the Duct Tape Marketing Podcast, John Jantsch welcomes back David Newman—keynote speaker, bestselling author, and creator of The Selling Show podcast. David’s latest book, “Market Eminence: 22 Strategies to Build a Bold Personal Brand, Become a Business Celebrity, and Drive Unstoppable Growth,” dives into how experts, consultants, and CEOs can escape obscurity and become the obvious choice in their market. David explains why visibility, respect, and brand preference are now non-negotiable, how to develop a contrarian point of view, and why radical generosity of your best ideas is the real growth engine.

David NewmanAbout the Guest

David Newman is a keynote speaker, bestselling author of “Do It! Marketing,” “Do It! Speaking,” and now “Market Eminence.” With over 600 speaking engagements and 30 years in the field, he helps CEOs, consultants, and expert service providers elevate their brand, attract ideal clients, and become impossible to ignore in noisy, AI-fueled markets.

Actionable Insights

  • The “obscurity tax” is doing great work in isolation—if your market doesn’t see you, know you, and prefer you, you’re paying it every day.
  • Market eminence rests on three pillars:
    • Visibility (being seen)
    • Respect (deep understanding of your buyers’ pains, goals, and aspirations)
    • Brand preference (differentiation + positioning so it feels risky to hire anyone else)
  • Personal branding often focuses on “look at me”; market eminence focuses on elevating your market, industry, and stakeholders.
  • Being contrarian and polarizing (in a values-aligned way) is essential to attract right-fit clients and repel bad fits.
  • The three content types that still cut through the noise:
    • How to think (insight, not instructions)
    • What to believe / what not to believe
    • How to get ready for what’s coming next
  • A powerful exercise: identify what conventional wisdom in your industry is wrong, what harsh truths clients wish someone would say, and which strong points of view resonate with ideal clients but make insiders uncomfortable.
  • Use AI as a thought partner for brainstorming contrarian headlines and positioning, not as your final output.
  • Generosity is a growth strategy: give away client-facing content you’ve been paid for; prospects pay for implementation and applied insight, not information.
  • Treat prospects like clients—share real value, not teasers—and you’ll get more (and better) clients.

Great Moments (with Timestamps)

  • 01:37 – The Obscurity Tax
    Why doing great work in the dark is the biggest cost most experts pay.
  • 02:40 – The Three Pillars of Market Eminence
    Visibility, respect, and brand preference explained.
  • 03:12 – Market Eminence vs. Personal Branding
    Why this isn’t about ego, but about impact.
  • 05:48 – Do You Need a Polarizing Point of View?
    How to call out what’s missing, broken, or outdated in your industry.
  • 06:17 – Content that AI Can’t (Yet) Replace
    How to think, what to believe, and how to get ready for what’s next.
  • 08:13 – Attracting Right-Fit Clients and Repelling the Wrong Ones
    The “10-foot gate” mental model and why polarization is a feature, not a bug.
  • 11:19 – Internal vs. External Work of Market Eminence
    Leadership decisions first, amplification tactics second.
  • 11:48 – The Contrarian Slant Exercise
    Three questions to craft a point of view that puts you in the top 5% of your market.
  • 14:45 – Using ChatGPT as a Brainstorming Partner
    A prompt to generate “crazy idea” headlines that attract ideal clients.
  • 19:09 – Radical Generosity and Giving Away Your Best Ideas
    Why sharing paid content doesn’t hurt your business—it fuels it.

Insights

“The obscurity tax is the cost of doing great work in isolation. No one can buy from you if they don’t know you exist.”

“Personal branding is about elevating yourself; market eminence is about elevating your market, your industry, and the people you serve.”

“You don’t need to be the only one fixing what’s broken—but you do need to be one of the few willing to call it out.”

“Prospects aren’t paying you for information—they’re paying you for applied insight and implementation.”

“The more you treat prospects like clients, the more prospects you’ll turn into clients.”

John Jantsch (00:00.821)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is David Newman. He’s a keynote speaker, bestselling author, creator of the Selling Show podcast with over 600 speaking engagements and 30 years in the field. David works with CEOs, consultants, and expert service providers who are ready to elevate their brand and become impossible to ignore. He’s been on this show to talk about do it marketing, do it speaking, maybe do it selling too. can’t

or possibly today we’re gonna talk about his latest book, Market Eminence, 22 Strategies to Build a Bold Personal Brand, Become a Business Celebrity and Drive Unstoppable Growth. That’s a mouthful, welcome David.

David Newman (00:31.127)

I think so.

David Newman (00:46.648)

Thank you, John. Great to be back with you.

John Jantsch (00:49.587)

I found myself wanting to say marketing eminence. one of my last books, don’t ask me why, but it’s called The Ultimate Marketing Engine. And everybody kept saying the…

David Newman (01:03.342)

Yeah.

John Jantsch (01:10.078)

The mark that’s it the ultimate marketing machine everybody I’d go on podcasts and every single one of them did it So funny, so glad to have you back

In the subtitle, is the word obscurity in the subtitle? No, but you talk a lot about obscurity being, I think in the beginning of the book, the biggest tax that most of us are paying. What’s the obscurity tax and how can we avoid it?

David Newman (01:30.072)

Yes.

That’s right.

David Newman (01:37.08)

So the obscurity tax is doing great work in isolation, basically dancing in the dark. So the question really for most folks watching and listening is how in the world do we get noticed? How do we get noticed? Our products, our services, our company in this crazy, super noisy AI fueled marketplace. And the answer is really three building blocks. Together they make up market eminence. But one is absolutely visibility.

So to answer your question, we need to get seen, right? That’s basically no one buys products or services or expertise, sight unseen. So job number one is to get seen. Beyond that and above that, we also need to earn respect in the marketplace. And the way that we earn respect is by understanding our prospects to such a degree that they start to respect our insight and our intimacy.

with their pains, problems, heartaches, headaches, challenges, gaps, goals, aspirations, dreams, all that good stuff. And then the third component of this is brand preference. And that’s simply a combination of differentiation and positioning. So it becomes risky, dangerous, and dumb to hire anyone else. And once those three components are dialed in, you are in the top 5 % of your market. And that’s what the whole market eminence theme is about.

John Jantsch (03:03.647)

So as I listen to you describe that, and I know you have an answer to this, so I want to give you the opportunity to answer. How does that differ from, say, personal?

David Newman (03:12.728)

So fantastic question. And personal branding is not new. you know, frankly, many of the ideas I talk about in the book are not new. Combining them in this way around visibility, credibility, brand preference, differentiation, articulation, distinction, and doing this level of personal branding, not to bring glory to yourself. That’s the key.

Personal branding is about, okay, let’s put a whole bunch of stuff onto you and your company and your persona so that you’re all of a sudden shiny and glitzy and wonderful. This is about rising to the top of your market so that you can impact more people, so you can help more people. So I look at personal branding as sort of the evil twin of market eminence, that personal branding is raising yourself up

Market eminence is raising your market up or raising your industry or your target demographic, raising them up. And when I say that, John, by the way, it’s not just prospects. A lot of people think, well, this is a marketing strategy or it’s a sales strategy. It’s for prospects. This is for any stakeholder that you want to influence. This is that you have people that you want to come work for you, people that you want to have invest with you, people that you want to have bring you on their podcast. So media sources, media outlets.

This is partners, this is possible acquirers. If you want your company eventually to be bought and you’re building a saleable asset, all of those people are watching what you’re doing in the marketplace. And if it’s all about me, me, me, me, me, right, that’s the old school kind of personal branding 101, that is not attractive to any of those stakeholders. If you’re looking to change the market, if you’re looking to change the rules, if you’re looking to

impact the trajectory of the future of all of those stakeholders and your industry and your target market that people notice and that come from is totally different than personal brand.

John Jantsch (05:22.101)

So in a lot of fields, I’m in marketing. Marketing is very competitive. There’s lots of us out there. Do you have to have, you believe, and unfortunately the market perceives that, hey, you all do about the same thing. It’s like, do I like you better than the other person? That’s maybe my decision, right? So do you have to have some sort of polarizing, like here’s what’s broken in the world and I’m the only one that’s fixing it.

David Newman (05:36.12)

Yes. yes.

David Newman (05:48.748)

Well, first part, yes, second part, no. Second part, we’re getting into like narcissistic sociopath territory that I’m the only one that can fix it. However, you can certainly be one of the few people who sees it. But yes, to answer your question on a macro level with tremendous 1000 % enthusiasm, this is about being contrarian. This is about shifting beliefs. This is about going against the grain and calling out what is missing, funky, broken, and sad.

John Jantsch (05:53.589)

you

John Jantsch (06:00.585)

Yeah.

David Newman (06:17.344)

in your industry, with your industry practices, with the way things are commonly done. So one of the ways that we raise visibility is not just putting out content. This is very, very important. Content has been commoditized. AI can do content way better than any one of us. And the world does not need more content in the age of chat, GPT, et cetera. So what are humans good at?

What are humans gonna be visible for, at least for the near term, until AI takes over the world and the robots kill all of us? But until then, it’s three different kinds of content. Number one is how to think. So it’s not how-to information. How-to information has been commoditized. How to think information is about insight, high level strategic advisory insights. The second kind of content to share is what to believe.

what to believe and more importantly, what not to believe. So separating the signal from the noise, separating the myths from the truths, separating the, also separating the myths from the half truths, separating the outdated way of doing things from the current future focused way of doing things. And then the third component of the kind of content that we should be sharing is how to get ready for what’s coming next. Because high level people of any kind, corporate people, entrepreneurial people,

They hate being blindsided, they hate being ambushed, they hate being surprised by something they could have seen coming down the pike and they just somehow missed it. So if we can focus our visibility strategies in those three areas, number one, how to think, not how to, but how to think. Number two, what to believe and what not to believe. Number three, how to get ready for what’s coming next.

that will also elevate and separate you from all the noise out there.

John Jantsch (08:13.621)

So one of the things when you were describing kind of big picture was this idea of attracting right fit clients. what are some ways, I mean, I work with people all the time that they do have a differentiator, but they’re still attracting the wrong people. So what are some of the real kind of surefire ways that you help people attract that right fit client?

David Newman (08:19.437)

yes.

David Newman (08:28.877)

Yes.

David Newman (08:34.552)

So I think you really have to double down on being polarizing and divisive. And unfortunately in this climate, when I use the words like divisive and polarizing, everyone goes to politics, red versus blue, your guy versus my guy. It is not about that. It is about alignment with your vision, with your values, with what you stand for, what you stand against. So…

John Jantsch (08:44.18)

you

John Jantsch (08:48.564)

Yeah.

David Newman (09:01.878)

When I’m either speaking or working with a group on this, this is exactly the moment, John, where I get pushed back and they say, well, so wait a second, we’re going to upset some people. We’re going to get some flack for this. We might not be liked. We might, we might get some negative press on this. And I said, well, I want you to think about this. Think about what if I came to with an offer and the offer is I am going to set up a 10 foot, 10 foot tall gate.

John Jantsch (09:14.439)

Okay.

David Newman (09:31.35)

around your business. The only people that we admit through this gate are your best fit. Prospects, clients, partners, investors, media sources, acquirers, that’s all we let in. The gate automatically repels and keeps out all the terrible fits. The people you’d never want to do business with, the people that you would never want to partner with, the people that you would never take their money as an investor. And I sometimes go as far, John, as I say, okay, you know what?

Let’s put on the whiteboard. Let’s right now put on the whiteboard all the characteristics of your worst clients, your worst hires, your worst partners. And they say, lack of integrity, lack of ethics, didn’t do the work. They come in late, they leave early, right? They’re clock punchers. I said, okay, well, let’s look at this list on the board now. How do you feel about keeping all those people out of your company and out of your world forever? And then their shoulders suddenly just melt and they go, huh.

That would be great. I say, OK, welcome to market eminence. That’s exactly what it’s designed to do, that the perfect fits are hyper magnetized and the terrible fits want to go anywhere else but anywhere near you.

John Jantsch (10:44.841)

You know, it’s funny how often people have no prob, like if you ask them, who’s an ideal client for you, they kind of stumble around a little bit, but they have no problem telling you who they don’t want, right? It is pretty amazing. So a couple, and again, the subtitle of the book, 22 Strategies. I do, we were kind of kidding off air. I was going to have you list them all, but I would love to hear a couple. mean, I know you talk about speaking, publishing, podcasting.

David Newman (10:54.19)

That’s right. That’s right.

David Newman (11:10.648)

Sure.

John Jantsch (11:12.681)

some of the things we’re doing. So I’d love to hear a few of the strategies that you really think are kind of core to this approach.

David Newman (11:19.828)

Absolutely. let me me separate out there’s sort of two halves to the to the to the Apple, so to speak. The first half is the internal work that we need to do around making some leadership level decisions about who we are and who we’re not and what we stand for and what we stand against and so forth. And that’s really the bulk of the book is how to process that how to smartly engage with that level of thinking. The second half of the Apple is OK, now we have that.

John Jantsch (11:34.665)

Mm-hmm.

David Newman (11:48.93)

How do we amplify that? How do we magnify that and project that into the marketplace so that every pebble that we drop in the lake, the ripples start getting bigger and bigger. We start reaching more people, impacting more people and helping more people. So I’ll give you a couple from part one and a couple from part two. The easiest thing that people listening right now can do is one of the chapters is about your slant, your contrarian slant.

So think about three questions. So number one, what conventional wisdom do you secretly think is completely wrong, but you’ve never publicly challenged? So maybe within the four walls of your company, you’re like, my God, we’re not doing that again. That’s terrible. That never works, et cetera. But you’ve never said it publicly. So what conventional wisdom do you secretly think is completely wrong, but if you’ve never ranted and raved against it? Number two,

What harsh truth about your industry are clients desperate for someone to finally acknowledge openly? What are some of the elephants in the room in your business, in your industry with your target market when it comes to your category of product or service? And then number three, the third part of contrarian slant is what strong point of view do you already have that you already hold and believe truly that makes industry insiders uncomfortable but resonates

deeply and powerfully with your ideal clients. So if you just literally sit down for an afternoon, grab a legal pad, spend 20 minutes really digging into each of those three parts, you will end with a 60 minute block of time with a contrarian slant that’s gonna put you in the top 5 % of your industry if you were to amplify it, magnify it, et cetera. And I even have a chat GPT prompt. I know it’s gonna be tough for people to…

listener watch, but here’s the chat GPT prompt if people want to work a little bit on this on their own. And you’re going to take the flavor of this. can record, transcribe, whatever. Here’s what it sounds like. Using everything you know about my, my, our methodology, training and tools, give me a series of 10 contrarian quote crazy idea headlines I can use to convey my true distinction.

David Newman (14:14.892)

differentiation and point of view. This should be polarizing, this is still in the prompt, this should be polarizing in that it strongly attracts the right clients and strongly repels the wrong clients. And then you’ll get some initial output and then you can start the conversation, right? Make number seven even crazier, tone down number eight, bring more examples to number three. You will have such a fantastic time and no one’s brave enough to do this, John.

It sounds super simple, but most people are scared out of their minds to even take this one baby step. I hope that folks listening and watching are not the scaredy cats.

John Jantsch (14:45.492)

Yeah.

John Jantsch (14:54.281)

Yeah, and I was going to mention, I’m glad you did mention that, because AI is tremendous at that kind of brainstorming, as long as you look at it as kind of a thought partner and not like, you’re not looking for the output, you’re looking for the discussion as much as anything. I was at a conference one time and we just, we mentioned this idea, we’ve been kind of just kicking around this idea that business owners are really tired of agencies, or at least

David Newman (15:00.909)

Yes.

David Newman (15:07.202)

Yes.

John Jantsch (15:22.803)

what traditional agencies have done or not done for them. And so we just kind of jokingly, half jokingly mentioned to somebody, yeah, we’re promoting the anti-agency model. And literally three or four business owners said, we need to talk. So it’s a little bit of what you’re talking about. We did it kind of tongue in cheek, but it really, I mean, you got immediate feedback that that idea really piqued a challenge they were

David Newman (15:26.53)

yes.

David Newman (15:32.835)

Nice.

David Newman (15:48.354)

That’s right. And that is, you know why that’s great, John, all the reasons that you said, obviously, but it immediately telegraphs just with that moniker, un-agency, right? That we are against something that has been traditionally seen as the solution to fix this problem. You don’t want an agency, you want the un-agency, like the uncola back in the 70s and 80s. That was 7-Up’s claim to fame.

John Jantsch (15:58.591)

Yeah.

John Jantsch (16:10.431)

Yeah. Yeah.

John Jantsch (16:15.443)

What do you find when, especially talking to CEOs, marketers are probably a little more open to this kind of idea of finding a difference. Particularly when you work with CEOs, what’s kind of the biggest mindset block that you have to get them past with this idea of market eminence?

David Newman (16:22.168)

Go young!

David Newman (16:35.33)

I think it really is that exercise that I mentioned a little bit ago about we’re gonna piss some people off, yes. We are gonna have some conflict, we might get some hate mail around this, yes. People who thought they liked us and respected us would suddenly turn us off and unsubscribe and go away, yes. But trust me, all the right people are gonna unsubscribe. All the right people are gonna go away.

John Jantsch (16:38.591)

Yeah. Yeah.

David Newman (17:03.318)

all the right people are not gonna come back to work for you or invest with you or buy from you. know, really figuring out, figuring out what is the game that we’re playing, right? So sometimes this results in niching down. Sometimes this results in opening things up to an adjacent industry that might be a little bit more, a little bit less risk averse, a little bit more.

you know, modern thinking. So people that work with old school industries sometimes realize, well, that’s not who we are anymore. And I’m sorry, I stepped on your line there.

John Jantsch (17:33.841)

let’s just face it, they have more money.

John Jantsch (17:41.865)

No, I was just going to say, let’s face it, you’re going there because they have more money.

David Newman (17:46.53)

Yes, yes, that could be true. That could be true. Funny story from a CMO standpoint. I have a friend who’s a serial CMO. He doesn’t intend to be fractional, but that’s how it ends up, because he gets fired every 18 months. He works with banks. And I said to him, I said, what is it with you and changing jobs? He says, David, I have the worst job in the world. I’m a marketer in banking. So they’re so risk averse. They want the bank presidents and CEOs

They want to look like each other. And then they wonder why are we stuck in this rate war? Why are people leaving us for an extra quarter percentage down the street? It’s because you’re totally commoditizing yourself by choice.

John Jantsch (18:31.145)

Yeah, I always find that really interesting that, you know, with industries are like, no, we don’t do that in our industry. And it’s like, then that’s an opportunity is what that is. So so funny.

David Newman (18:41.11)

Amen.

John Jantsch (18:46.481)

You mentioned the slant and I did want to, think you had two other gravity and generosity. We talked about gravity attracting right fit, but we haven’t really talked about this idea of generosity. And that’s one that I, you know, I really want to hit on because you know, this radical sharing of everything of expertise, because a lot of people have a, have a mindset that like I’m the expert. I don’t share. They pay me to share. So talk a little about that.

David Newman (18:51.638)

Yes, yes. sure.

David Newman (18:57.964)

Yes.

David Newman (19:03.565)

Yes.

David Newman (19:09.838)

Correct.

I’ll expand even further on that, John. They say, I can’t share that. That’s how I make the big bucks or that’s our secret sauce. That’s our recipe. I would just point out to folks, if you go online to your favorite online bookseller, walk into your favorite independent bookstore, you will find two giant sections. One is the health and weight loss section. The other is the financial and money management section. You hundreds of books and you know, hundreds more published every year.

John Jantsch (19:18.057)

Right.

David Newman (19:42.442)

If it was in a book, we would all be tall, rich, thin, sexy, and have a full head of hair. Clearly, I can read all the books I want. This ain’t coming back up here. So I want, I would challenge people that the best kind of generosity that you can give into the marketplace, whether it is in written format, audio format, podcast, webinar, I want you to take client facing content. Everyone clutch your pearls. I hope you’re sitting down.

Take client facing content that you’ve been paid for and make that into a giveaway. Make that into a lead magnet. Make that into a special report. Do a webinar on that for free for your target market and watch what happens because people are not paying you for information. We’ve already talked about this in a couple of ways, right? The information is not in the books. AI can crank out endless information way faster and bigger and better than any of us.

John Jantsch (20:31.711)

Yeah, yeah, yeah.

David Newman (20:39.67)

What they’re paying for is applied insight and implementation of the ideas. If they could do it on their own, they already would have. So they’re not gonna download your report. They’re not gonna come to your webinar. They’re not gonna watch your video series. But I’ll tell you, the more that you treat prospects like clients, the more prospects you will get.

John Jantsch (20:46.259)

Yeah.

John Jantsch (21:04.181)

It’s funny, I used to always say, especially 10, 15 years ago, people really didn’t share, because we didn’t have all these vehicles to share, right? Now it’s become really common practice. But I used to always tell people, they don’t want to know how to do it. They want to know that you know how to do it. And that’s really what you’re giving away, is that.

David Newman (21:20.174)

That’s right.

David Newman (21:23.851)

Absolutely right.

John Jantsch (21:25.653)

So David, I appreciate you stopping by the Duct Tape Marketing Podcast. Where would you invite people to connect with you, of course, and then find out more about Market

David Newman (21:35.118)

Sure, so the best place to connect with me, my main website is DoItMarketing and everything related to the book as far as there’s all kinds of free trainings and downloads and videos and resources and worksheets that are connected to this market eminence idea that we’ve been talking about, that is at marketeminence.com.

John Jantsch (21:54.005)

Again, I appreciate you taking a few moments to stop by and hopefully we’ll run into you one of these days out there on the road.

David Newman (22:00.512)

Such a pleasure, John. Thank you.

10 Questions That Reveal the Truth About Your Agency

10 Questions That Reveal the Truth About Your Agency written by John Jantsch read more at Duct Tape Marketing

Catch the full episode:

Overview

On this solo episode of the Duct Tape Marketing Podcast, John Jantsch lays out the 10 questions every small business owner should ask before hiring—or continuing to pay—a marketing partner. After decades of seeing business owners overpay for underperformance, John shares a practical checklist you can use to weed out smoke-and-mirrors agencies, avoid being held hostage by your own assets, and find true marketing leadership instead of task-doers. If you’re tired of vague reports, long-term contracts, and unclear results, this episode gives you a clear, no-nonsense framework.

john jantsch (1)About the Host

John Jantsch is a marketing consultant, speaker, and author of several best-selling books including Duct Tape Marketing and The Ultimate Marketing Engine. As the founder of Duct Tape Marketing, he helps small and mid-sized businesses build simple, effective, and scalable marketing systems.

Actionable Insights

John walks through 10 key questions and what to watch for in the answers:

  1. Who owns my marketing assets and accounts?
    You should own your website, ad accounts, data, and tools—no exceptions. Agencies should have access, not ownership.
  2. How do you define success, and how often will we review it?
    Avoid vanity metrics. Push for clear definitions around leads, conversions, and revenue, plus a regular review cadence where they translate metrics into insight.
  3. How do you connect tactics to strategy?
    “Tactics = strategy” is a red flag. Look for a framework or system that starts with strategy and then maps to campaigns and tasks.
  4. What happens if I want to end the contract?
    Watch for long-term lock-ins, hidden fees, and non-compete-style clauses. Month-to-month or flexible arrangements signal confidence and transparency.
  5. Who will I actually work with day to day?
    Don’t get sold by the senior strategist and then handed off blindly. Ask to meet the team you’ll work with and understand their roles and experience.
  6. How do you report on results, and can I see a sample?
    Ask for a sample report and look for narrative, interpretation, and recommendations—not just raw numbers or tool exports.
  7. How are you using AI, and what is still human-led?
    You’re not trying to avoid AI; you want to know how it’s used to support strategy, operations, and performance while keeping your brand voice, judgment, and expertise human-led.
  8. How will you collaborate with my team (and other partners)?
    Good partners integrate with your internal resources and existing vendors, not operate as a disconnected black box.
  9. What is your process for creating strategy before you execute?
    Look for a clear discovery and strategy process: ideal client, core message, differentiation, customer journey—before they start pitching tactics.
  10. What will you teach me along the way?
    You don’t need to become a marketer, but you do need a partner who educates and empowers you to make better decisions—not one who keeps you in the dark.

Great Moments (with Timestamps)

  • 00:01 – Why This Episode Exists
    John’s frustration with business owners getting ripped off by marketing partners.
  • 02:06 – Question #1: Who Owns the Accounts?
    Why ownership of websites, ad accounts, and data is non-negotiable.
  • 03:20 – Question #2: How Do You Define Success?
    Moving beyond vanity metrics to real business outcomes.
  • 04:28 – Question #3: Tactics vs. Strategy
    The danger of “magic behind the scenes” without a framework.
  • 05:40 – Question #4: Ending the Contract
    How to spot traps in long-term agreements.
  • 06:37 – Questions #5–7: Team, Reporting, and AI
    Who does the work, how results are shared, and how AI fits into modern marketing.
  • 08:40 – Question #9: Strategy Before Execution
    Why understanding your ideal client, message, and journey must come first.
  • 10:54 – Question #10: Will You Teach Me?
    The difference between abdication and empowered collaboration.

Insights

“If an agency owns your website or ad accounts, they’re not a partner—you’re renting your own marketing.”

“Vanity metrics are worthless unless someone can tell you what they mean and what you should do next.”

“Anyone can sell you tactics. You want someone who connects strategy to execution and outcomes.”

“The best marketing partners educate you, integrate with your team, and make you smarter and more in control—not more dependent.”