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Live Ladies and gentlemen, you are once again welcome to The
Kingdom's Podcast and Diary of a CFO.
And Today, please make welcome with me a very, very, very
special, very important personality fighting out of
Atlanta, GA Susanna, the PEO to the CEO, Martinez.
How? Are you Susanna?
I am excellent that it's actually PEO for the CEO.
OK. PEO for the CEO?
Oh, Zonner, the Bo for the CEO, Yeah.
For that introduction I thought, I'm going to go out and become a
boxer. Here, let's go, let's go.
Wow. So did you watch the UFC at all?
No, I didn't. Oh, so that that's the Bruce
buffer introduction. You know, I just stole his, his
style of introduction. It's it's quite energetic.
It is very energetic. Yeah, exactly.
And of course, you know, everybody in life is a fighter.
Let's, let's not deceive ourselves.
We all fight for something. Absolutely, yeah.
Who who, Who would you say you fight for?
You fight for the CE OS. I fight for the CE OS.
I'm their advocate. You bet.
OK, so actually. CEOs and CFOs as well so.
So I'm actually both, you know, I run a fractional CFO service
and of course I'm the CEO of the company, so.
So I would fight for people like you.
Oh wow, wow, wow. That's cool.
Fight to maximize your benefits
without overpaying in PEO. Whoa, I love that.
I love that. I love that.
We're going to make we're going to make a highlight reel with
that. And of course he's just going to
go viral. Whoa.
You know, I'd say you, you're very much welcome.
And this is something that I always say, the risk of being
cliche or sounded like a broken record.
Gratitude is good attitude. And of course, when a person
shares their time with you, they share their life with you
because the SI unit for measuring life is time.
But having a highly resourceful person, highly experienced
person, highly educated, enlightened person like
yourself, you know, come on the show.
But today I don't take it for granted.
I show, you know, appreciation for it.
And of course, words are actually inadequate to express
how grateful I am to to have you on the show today.
God bless you. And of course, from me to you
it's it's love and respect and to you so.
Thank you. Thank you.
Same to you. Yeah.
Yeah, Yeah, yeah. You're welcome.
You're welcome.
Right, So, but this is the kingdom's forecast, you know,
where trailblazing leaders, strategies and thinkers impact
mindset and methods behind transformational success.
So today's guest is a dynamic problem solver in the world of
business operations. She's a founder and president of
PEO for the CEOA company, helping businesses skill
efficiently while slashing costs and simplifying HR.
So with over a decade of experience in payroll,
compliance, benefits, and risk management, she's the secret
weapon behind countless founders who want to focus on growth, not
admin cares. So she's sharp, strategic, and
committed to empowering CE OS to lead smarter, not harder.
Susanna Martinez, welcome to the show.
Thank you, thank you, thank you for that introduction.
Let's set the stage. You know what is APO?
Because I'm quite curious. Yeah, that's that's probably the
best place to start. So APEO, it stands for
professional employer organization model.
And basically what it does is it pulls several thousands of Co
employees into a large group to get buying power and economies
of scale when it comes to insurance like health insurance,
workers comp insurance and retirement services.
At the same time it helps companies scale their businesses
by helping them with the back end HR infrastructure.
So it's basically outsourced businesses are outsourcing their
HR infrastructure, their administrative functions, it's
systems and technologies all consolidated in one single
source solution when it comes to payroll, benefits, HR, workers
comp, retirement services, all in one system.
So it just helps the CF OS and CE OS and their whole HR team to
just operate more efficiently. Wow, so this actually sounds
like a game changer, especially for SME's, you know, small and
medium skilled enterprises and of course, especially the meat
market companies, right? You are a founder yourself.
And probably something I forgot to to tell you on our pre
introduction call is the fact that I'm actually a published
author as well. And I my first book is titled
Master in the arts of Entrepreneurship.
So a lot of the things that I talk about and the philosophies
of business that I express, you know, we're actually embedded in
that book. I'd urge you to buy it, you
know. Yeah, let me, let me do a quick
cheap plug. Right.
Somebody from your neck of the woods, Morgan Anderson.
She's a top tax debt resolution expert, you know, in the United
States. She's ACEO of Golden Lion Tax
Solutions. She conferred upon me the title
of a modern day business philosopher and I haven't run in
with that title ever since. You know, for founders, we we go
through an evolution, right? A journey.
But you have been able to build a fast growing consulting firm
that's rooted in helping others, right?
And it's something I often say my business is to help you mind
your business. My business is to help you grow
so that I can grow, right? And you are also in that same
piece as to help. The business to grow, yeah,
absolutely. The same mindset is to help
businesses grow, be more efficient, save, save on the
bottom line. Yeah, I love that you mentioned
mindset because the philosophy of The Kingdom's broadcast is
growth mindset, leadership and pieces, insights.
And there's a reason why your episode is going to be on both
The Kingdom's Broadcast and Diary of a CFO.
Of course, you're not just a finance person.
You're not just a person who is obsessed with the business size
side of things and the financial numbers.
You're person that I would say you're well balanced, you know,
individual, well balanced, professional, well balanced
leader as well. But you take leadership very
seriously and you take a growth mindset very seriously.
Absolutely, yeah. There's a reason why I'm
connecting with you today because you know, I'm, that's, I
would, I say 7 leader who is making the sacrifice to
congregate the top of the crop across the globe when it comes
to growth mindset, leadership and business insights, You know,
to a one stop shop platform, 1/3 leadership platform where you
can learn. I tell people there's two goals.
I have only two goals for establishing this broadcast.
Number one goal is to educate and number two goal is to
inspire. Once I do those two things, I
think my job is done right. And I don't do those two things
just on my own. I actually, I'm an opportunist,
right? I take the opportunity to have
fun, stick, you know, team mind. You you outsource to the
professionals. The the fantastic minds, you
know, from across the world to come on the platform to help me.
People like Susanna, the PEO for the CEO and CFO's Martinez, you
know, I have, you know, people like you come on board and do
justice to to these topics. And that's why I'm always
overwhelmed for gratitude when I have, you know, persons like
like yourself on on the show. But what would you say is packed
your journey into HR, payroll and operational strategy and
what keeps you going even till today?
Oh, that's, that's kind of a loaded question.
So I started in the industry, gosh, over 2 decades.
So I've been working with small businesses nationally for many
years as an employee of a lot of publicly large traded PEO
companies. And about four years ago I went
off on my own. So I'm basically an independent,
basically a PEO matchmaker for the CE OS and CF OS.
I don't work for the PEO company.
I'm not, I'm going to be the clients advocate versus working
for an actual PEO company. And I, I would say because I
just founded my consulting firm about four years ago, I had to
put into practice. Four years ago, yeah.
There are four years between two World Cups, you know, in soccer.
So it's not just. Well, I had to have a different
mindset of being AW2 employee versus having your own
consulting firm. And I basically put into
practice myself what I was always telling businesses to do
from the onset is I learned to outsource to the professionals
myself. For example, technology,
bookkeeping, outsource to the professionals, outsource to the
best of the talent versus trying to do everything yourself.
Have a good CPA. You know, yeah, you might have
to pay more, but it's going to be more value for you and help
help help you grow your business.
Yeah, I've said this in on the podcast before that there's a
reason why professionals are professionals.
There's a reason why a person went to school for, you know, a
number of years to come a specialist to something.
There's a reason why a person you know, works with
professional firms, right in other to become a specialist or
something, and you think on your mind that they don't deserve,
you know, to earn consulting wage.
You must be joking. You know, the joke is actually
on you. But I think like being a
professional actually helps you appreciate professionals more.
I, you know, I finally think about my time, you know, in the
beak for accounting fams. PWCKPGI even had, you know, a
brief stint, you know, one of the UK top 10 fams as it's Blake
Rothenberg. And you think about what you do
with this fams. You think about the time you
invested, you know, the specialization you're able to
acquire. People cannot just get it.
This experience is the best teacher, and there's a reason
why experience is the best teacher.
Absolutely. You've learned, I'm sure.
I used to work a lot with many Cpas and a lot of them came from
the Big Fours, and they learned a lot of working for the Big
Fours before they went off and opened up their own independent
consulting agency. And you know, that's working
with the BIG4 firms, you know, basically gives you a lot of but
I say competence, right, in terms of specialization, in
terms of working with cross functional teams, in terms of
building relationships, you know, client management,
relationship management, in terms of even your whole
leadership, leading yourself, leading your teams or the
technical competence of the global acumen.
And of course the business acumen very, very important, you
know aspects of running a consultancy practice which does
not come to you by way of wishful thinking, right.
So it's always essential to achieve efficiencies in business
and that's something that you emphasize on and I very, very
much appreciate. Of course, you know, Speaking of
efficiencies, you always talk about the heating cost savers,
right, that most businesses are missed out on.
And you, you're somebody that has been able to help businesses
save, you know, between 20 to 40% on benefits while improving
their offerings. And that's, that's massive.
So what's the most overlooked opportunity for CE OS when it
comes to cost efficiency? Well, oftentimes it's, you know,
businesses just keep on going status quo.
It's just easier to renew as is status quo and they don't have
time to do the due diligence. And that's really where my firm
comes in. We do the due diligence for you.
We do all the analysis, gathering all the proposals from
the different PEO companies, from the insurance carriers,
trying to make sure that your employees are going to get the
same or similar benefits than what they currently have today
and hopefully help reduce the bottom line as far as the total
overall premiums. And often times what I end up
finding is if you've been with the PEO for 3 / 3 years and you
haven't done due diligence, there's some savings there on
the administrative side that we can find for you.
Because sometimes the print the, the, the PEO company will just
increase their administrative fees slightly every year.
And it's just, it's just easier to renew as is.
And you just don't realize after three to five years how much
you're really paying. That's really where we come in
and just do our full analysis. Hope you find savings on health
insurance, workers comp insurance, the full
administrative fees and the overall package.
So. Yeah, 20 to 40% is pretty
significant and those are typically the average numbers
when we're looking at everything as a whole.
You know that that's, that's massive.
That is massive, 20 to 40%. If somebody does that for me, my
current company, I think I'll be praying for them every day.
You know, I'll prepare for that every.
Day the US, our, our Healthcare is just rising every year double
digits increases. So it's just constantly trying
to look at different creative strategies to save money on
costs on healthcare. But Speaking of creative
strategies and saving money, a lot of multinationals and global
institutions have actually been adopting methods like
outsourcing that is cross-border outsourcing.
So I'd like to know what your thoughts on that is and also the
use of freelancers to perform tasks that are not, or would I
say high risk? Yeah.
So I'm not sure if this is what you're talking you're talking
about, but what I typically see because I'm mostly working with
businesses that are headquartered in the US and they
have domestic employees here, US wise based.
But oftentimes they're hiring talent in other countries and
they don't want to go set up entities in those other
countries. Let's say they only have like
two or three employees in, you know, UK or Egypt, whatever
country it may be. I don't want to set up entities
because it's very costly. So there's another model kind of
similar to the PEO model. It's called the EOR model
employer of record model, where you can actually outsource to
the ER model and not have to open up an entity in those
countries and then outsource to the EOR company and they can
help pay your employees, make sure you're compliant with all
the laws in those particular countries until you grow.
I mean, once you start to get to be, you know, 20 employees per
country, then it probably makes sense for you to open up your
own entity there and set up shop.
But often times, you know, companies are just trying to get
the talent wherever they can. And sometimes it's spread out
between multiple countries. OK.
So how about the use of say contractors for example, for
like ad hoc projects. So there are companies,
especially tech companies that have one off projects, right,
that you don't need to employ a full time employee for.
So how do you help them save costs in terms of the and I
think the location matters a lot in terms of saving costs.
So you need to weigh the location and to the quality of
the talent pool. In that.
Country, I think a lot of people are going to eat locations like
India, Bangladesh, Pakistan, you know, to employ, to employ what
I say talent from those places. But what's what's the framework
around that? Well, if you're going to hire a
true contractor and, and they're true, not going to be an
employee and you're not, you're going to avoid paying taxes.
You know, if you come into a Gray line and every country is
going to be a little bit different, but it does depend on
the tasks that is involved, how long they're working for you.
So you really want to determine, meet with the professional first
to determine is this truly a contractor or is it an employee
where I have to pay taxes within that country.
But oftentimes no matter where you're paying people and no
matter if it's a contractor or an employee, you still have to
pay them. And if there's cost to do the
money movement and you know whether you're wiring the money
using other type of apps like wise and most companies want.
To use wise. Yeah.
So similar PayPal or however you're using to pay these
international contractors, there's a feat, there's a cost
to doing that. Yeah, and people have been
annoying lately. They've increased their fees.
Yeah, they've increased the fees and it just and then sometimes
it just delays the the in person, the contractor getting
their money. Yeah.
And so that can be disruptive there.
So in an EOR model, it makes direct deposit really easy to
do, to be able to do an AC-8 of the company's business account
and then do direct deposit into the person, the contractor or
the employee. Very easy.
You know, people want to get paid, and if they're not going
to get paid, they're not going to stay loyal to you.
They're going to move on to another project.
Whoa, no finance, no romance is the order of the day in the
current global business ecosystem.
But when you talk about compliance, I always tell people
that the cost of compliance is always less than the cost of non
compliance. Absolutely.
You, you get somebody come in and to do a fine and tap to pay
penalties. You know, I'm, I'm dealing just
here in the US, the IRS comes knocking on your door, having to
pay IRS penalties depart. We have the Department of Labor,
they come knocking on your door. There's going to be some
additional penalties there. We got different local and state
entities that can also penalize you as well.
And I imagine internationally it's, it's the same.
Every country is going to be different and there's going to
be penalties if you're not, you know, abiding their laws and
paying their taxes and being compliant with the people that
you're hiring in their countries.
Oh wow. So how do you help the CEOs not
to lose their minds when it comes to the regulatory
compliance issue? Well, helping them outsource
whether they're all their domestic employees here in the
US to the PEO model and any of their international people to
the EOR model, which is the employer of record model.
And the employer of record is actually taking on liability,
liability of risk and compliant to make sure that everything is
compliant in each country in the PEO model here domestically in
the US, it's a what we call a Co employment.
So it's a shared risk compliance.
So both companies are named on any type of lawsuit, but at
least you have a partner with you that's going to help ensure
they're going to help you dot your IS cross your T's when it
comes to compliance per state. And often times, you know, what
we see is employers will have employees in certain States and
then all of a sudden they'll start hiring in different
states. That happened during COVID.
They just started hiring wherever they found the talent.
And you know, having to deal with different multiple states
here in the US can be very cumbersome.
So you might be a very small technology and only have 151015
employees, but every employee might be in a different state
and then maybe a few internationally.
Why take the risk of, you know, being out of compliance fines
and just why, you know, why don't you just pay to outsource
it to the professionals? Let them handle it.
And that way you can focus on what it is that you do, selling
widgets, making widgets, what you really want into business
for. Nobody ever goes into business
because they want to handle their employees and making sure
they're compliant in different States and countries.
I mean, nobody ever goes in, nobody ever goes into business
for that, right? It's it's just a way too much
headache. And yeah, as a young CEO myself,
the. Professionals.
I, I, I know I don't always want any extra burden.
It's a lot. I think a lot of people want to
be CEO's, a lot of people want to become CFO's.
But I talk about this. Heavy lies the head that gets a
crown, heavy lies the head that wears a crown comes with a lot
of responsibilities, you know, and a lot of risks.
Yeah, the higher the risk, the higher the reward.
But do you have the capacity to get the risk?
Do you have the capacity to handle the responsibilities?
Right. So it it sounds really fancy,
you know, to to be known as AC, to be known as a CFOII know, I
know the burden that comes with it.
And it's it's actually not funny.
And I always say that I am the most authentic person walking
the surface of the earth, right? I'm sorry, Susanna, I know
you're authentic, but I'm still, I'm still the world leader right
now. I could beg to differ.
Yeah, you can disagree, but it doesn't, it doesn't change what
is on my books. You know, you notice that.
And yeah, this is me being real. I joined the the the session for
this podcast 5 minutes late. Exactly 5 minutes late.
And trust me, I had to push myself, right, to make this
episode work out today. And he would notice when I said
there's a lot of goes on behind the scenes, right?
People don't see the pains behind the canes, right?
I was literally at the verge of postponing today's session.
But I'm, I'm grateful I did not postpone it, right?
There's been a lot, you know, going on behind the scenes in
terms of the company structure, the company infrastructure, you
know, talent recruitment, everything.
And the CEO has to be on top of everything.
Yeah, they have to do everything.
Be the janitor and I'll pay the bills.
Pay payroll. I'm telling you, be the janitor.
God bless you for that. You know, it's, it's a lot, but
I always pride myself in being being a 7th leader, right?
And I tell the people that work with me.
I tell that I work for you. You don't work for me, I work
for you right? So please help me to help you.
Yeah. Because you know, if you don't
help CEO, right, everyone has to put in the work, right?
Everybody has to put in their weight, right?
And that actually is a great way to segue to the next question
that I'm gonna ask you. And it is on growth without
burnout. So like how do you help the
CEO's win without getting burnt out?
Because we often talk about skilling in revenue but not
enough about skilling in infrastructure.
How does your see a team rather support that side of business
and help CEO's to avoid burnout? Well, you know, here in the US
there's companies that are known as Unicorn companies.
These companies are heavily funded with venture capital or
private equity money or just personal money.
But those businesses that are heavily funded know that they
want to grow and they want to scale quickly.
So majority of those companies are outsourcing already to the
PEO model because they believe in the concept.
They believe in outsourcing to the professionals to help them
grow and scale. So if you're a company, you
know, you typically or you're always looking at those Unicorn
companies, like what are they doing different that I could be,
you know, taken into some best practices as well.
And that's, that's one of them. That's, that's definitely one
that they do. They outsource to the
professionals when it comes to HR benefits, payroll, and
they're outsourcing to the top PEO companies.
So you should take a look at the model if you're not currently
doing so today. Absolutely.
You know, it's always good to have, have professionals take
off burdens from your chest. And yeah, that's, that's
something we we actually do right here as well, right.
Being professionals ourselves, We, we very much appreciate the
work and the competence and specialization of professionals
that has to be taken very seriously.
And I think for the CEOs, for the entrepreneurs, for the
founders watching us today, if you do not take anything home
from this episode, at least at least take that home.
You know, at the very least, take that home.
You know, let's talk about the future of work and of course,
the rise of smart partnerships. You know, what trends do you see
in the future of HR and operational strategy?
And how can CE OS prepare for that shift today?
Well, I think the trend is, is often times when you're in
startup mode, you don't have the revenue to be able to hire
people internally and you can't afford to hire the the
professionals internally until you've really grown into
revenue. So what we're seeing is a lot of
companies are outsourcing to the PEO model and then at some point
when they get a certain revenue, a certain size of the number of
employees bringing in some internal HR people.
But they might not have to have have such a large HR team if
they're still using the PEO model at some point.
Sometimes they might outgrow that model if they're able to
afford to hire in the professionals in house and to be
able to hire in a lot of the what we call the HRIS systems,
the human resource information systems like an Oracle platform.
You know, people in the accounting software probably
recognize that software, those softwares can get pretty
expensive. So at some point, you know, your
business might be able to afford to bring all that internally,
but as you're growing and scaling, you know, why not use
some professionals to outsource and help you grow and scale?
I think that that's absolutely resourceful, absolutely
resourceful. You know, we, we've been talking
more from the business inside perspectives right today, but
I'd love for you to give you a quick two cents on what the
growth mindset means to you and what style of leadership is what
I say most appropriate for business success, right, The
growth mindset for success and of course, the leadership style
for success. I think the growth, the growth
mindset to me as as a person that's always going to continue
to be learning, no matter where you are in your life's journey
or in your professional journey or whatever title that you might
have in your work, we could always be learning.
I mean, even the top professional athletes are always
practicing their skills. They're always willing to learn
new skills and practices. So I think if we have the
mindset of, you know, what can I learn today or if we're going
to, you know, go to a seminar or whatever it is, we can always
learn something else from somebody else or something else.
And just keep keep an open mind no matter you know where you are
professionally, what title you may have.
Thank you very much for that one, and Many thanks to the
Riverside at D10. When you're D10, it gives you
the option of removing fluff, and I'm sure it's just going to
like identify it very easily and remove the fluff from the
conversation. OK, back to the conversation.
You were talking about what the group mindset actually means to
you, but in terms of business philosophy, right?
For me, I always say that a win win perspective is the best
philosophy for continued and sustained business success and
collaborative leadership is the best type of leadership from my
perspective. Yeah.
What would you like to add to that in terms of what's modern
day business leaders need to add to their arsenal in order to
achieve success? Always be learning, always be
humble, always keep an open mindset.
You know, you could always learn for somebody else.
So when you're talking about the win, win the mindset.
There's always an opportunity to give back to others.
Givers gain. You know, the more you give, the
more you get. It's you.
Reap what you sow. But some people are not even
sewing, so how can they? They're not even sewing exactly.
They're reaping nothing. Yeah.
This reminds me of a past guest that said while we are playing
chess, others are playing checkers and I was like some
people are not even not at the board at all.
Some people are playing nothing. Yeah, exactly.
Wow, It's, it's, it's been a really, really great, haven't
you? Aren't they?
Because I definitely have a positive bias towards you
because you are ACEO and of course your friends are CFOs.
So why? Why hate when you can't
collaborate? And that would lead me when.
You can collaborate. I like.
That yeah, you can keep that. Steal it.
Steal it, I give you. Hate when you can collaborate?
There you go. Just tell me why.
You know you've got a reason why.
And you know, that's a good point because oftentimes I like
to can collaborate with friendly competitors as well.
There's always things that you can learn from one another.
Absolutely. Versus being so cutthroat, why
hate when there's opportunity to collaborate?
Perhaps they might specialize in something else where, you know,
there can be some synergies between friendly competitors.
Absolutely. You know, and the the sky is big
enough for the stars to shine. Absolutely.
There's plenty of business too, to go around for everybody.
Absolutely. You know, when you have a star
mentality, it enables you not to be a gatekeeper.
Because we were in the age of artificial intelligence, anybody
can know anything. Anybody can gain, you know,
superior competitive advantage by way of enhanced research.
AI aciduates research. And for me, I've always been a
good researcher. When I was in university, I had
an A in my research course. So now adopting AI with my
research today, it's just putting me on catalyst mode.
And guess what, guess what, I'm AI, of course, my initials are
at the AI, actually at the. So AI is my name.
I guess my parents knew, they understood the assignment and
like this one is going to be an AI enthusiast in the future.
Let's give him a name that you know, will structure aim for the
future. You know, my parents saw the
future. Thank you very much.
Love and respect to you guys. Oh, OK, so we're going to end
with a quick firebound questions. 5 questions for you.
Are you ready to rumble? Let's rumble in the jungle.
OK, let's go, let's go. So number one, number one is one
thing you wish more entrepreneurs understood about
growth. The value of outsourcing to the
professionals, I think I've pretty much talked a lot about
that. But so many, especially the old
timers, they want to do everything and they want to
control everything and do everything themselves.
Well, you're, you're going to be spread too thin and you're not
going to be able to grow your business efficiently if you're
going to try to be everything to everybody.
A Jack of all trades and a muscle of none.
Of none exactly. The joke that one of my God,
rest his soul, he's late now. He was my lecturer when I was
taking the courses to become a chartered accountant, right?
He said something and yeah, he he was a Class 1 strategy,
right? And he was like, there's this
guy who is a founder and his title in the company is vice
chairman. And his employees were like,
excuse me, Sir, why did you give yourself vice chairman?
Right. We've been working with you for
a couple of years and we've never met the chairman who is
the chairman of the company. And guess, guess what the guy
said. Why?
I said God is the chairman. I'm the vice chairman.
There you go there. You go.
That's why I could do all these two crimes.
That strengthens me. Because he's God is the
chairman. There you go.
Like that's a good, that's a good practice to have.
Yeah. So you can steal that for your
company now just, you know, change your designation to vice
chairman, you know. Vice Chairman.
God will be the chairman, you know.
Yeah, absolutely. So #2 is what's the best piece
of advice you've ever received in business?
What was the best advice I've ever received?
Make sure your books are clean. Make sure your books are clean
because it's going to be easier for you to get financing, easier
for you to get loans easier easily.
You're going to be more taken seriously when you have your
books in order and clean. And as as ACPA you would you
would value that. Absolutely.
The I remember the headaches I had to go through, you know,
having to audit entities with that.
Were a. Mess that were a.
Mess and kept their books in a shoe box.
It's, it's, it's never a nice thing.
It just makes you unhappy. You wake up and you don't feel
like getting out of the bed. Yeah.
Whoa, OK #3I. Would say way too that it's
really difficult for businesses to you want to not pay as much
in taxes. You want to do everything
legally to not pay as much taxes.
But at the same time you want to show that you're making revenue
so that way you can go out and get loans and there's always
that fine balance. You know to really both.
You don't want to pay undue taxes, but yet you want to make
sure that you look very sound. Except for your dense.
Versus. Tax evasion.
So. Or go the tax avoidance route,
not the tax evasion route. Hopefully.
OK. So if you could automate one CEO
headache forever, what would that be?
Oh gosh if I can automate one CE OS headache forever, what would
that be? Not have so many PE OS sales
reps calling them every single day, all day long and messaging
them on on LinkedIn and emailing non-stop.
They're bombarded. I would just say tell them to
come to me, to go through me, to work with you.
Let me follow all the sales people.
Whoa, No, no, I just remembered, you know, the moment I decided,
OK, I'm going to take entrepreneurship seriously and I
switched my LinkedIn profile as CEO of my company, the rate at
which I was getting these sales Peaches, the sales is reaching
out to me. It's it's it's annoying.
Yeah, it's pretty annoying, yeah.
And I'm happy my my phone is permanently on.
Do not stop, even though there are a lot of people close to me
that don't like that fact. But yeah, unfortunately it has
to be. And I'm glad you're bringing
this up because a lot of calls are not, are not important and
it's important to actually evaluate what is urgent and what
is important for you to divide your attention to.
So one mind to achieve that changed how you lead in
business. And how I lead as in business,
well, leading by example. And so this is kind of my first
time being able to hire employees or consultants and,
you know, other professionals that work with me as a team,
really trying to lead by example and helping educate them where
it's, it's, you know, it's that balance of really trying.
Sometimes you get frustrated because just, you know, people
have different backgrounds, don't come to the table with the
same type of skill sets as I do with the many years of
experience that I've had in the industry.
And it could be very difficult for somebody coming in new to
learn the industry. So being patient with the people
that are on my team. Very important to say patience
is a virtue. Patience is a virtue for a
reason. And I think the last one on my
list is in one sentence. What does smart leadership mean
to you? Smart leadership outsource
outsource to professionals. Smart they, they say there's,
there's been nothing smarter than that.
You know, there's been nothing smarter than that.
And of course, Speaking of being smart, I would advise our
audience to do the smart thing by going to peofortheceo.com and
engage with the content that you have there and find ways to to
do the smart thing. Smart leadership outsource to
the relevant professionals that can handle business for you.
Their business is to help you mind your business, right?
And the name Susanna and Susanna, they're quite would I
say oftentimes mistaken, but I don't want to mistake your name.
So Susanna, right? It's a very big thank you from
me to you. And I'd love for you to advise
my audience, right, to do the smart thing by putting their
weight behind the show, right? We've we've had a really big
wins lately. I'm grateful guys, but I'm an
Oliver Twist. I keep asking for more so.
I would encourage the smart thing to do is hit the like
button and subscribe and share to the audience.
Oh fantastic. Fantastic.
And of course, Susanna, your clarity, your energy and
strategic mind have actually just turned HR from headache to
hell. Yes, right.
So thank you very much for dropping your actionable gems
today. And of course, if you're a
business owner or leader listening or watching, you are
ready to skill without stress. Visit peofortheceo.com and of
course, I am the CEO of SEO for podcasts.
This is my stun store today guys, so go look up the show
notes for me to you. It's a very, very big thank you
and of course, love and respect to you to the audience.
I appreciate you guys. We are now global top 5% on
listen notes today we crossed the threshold on YouTube of
15,000 YouTube subscribers. We have crossed the threshold of
10,000 subscribers on 10,000 downloads and Dreams are on
Spotify, so I'm I'm. Congratulations.
Thank you very much for. That thank.
You because before you go, do you want to leave a shout out
for anyone before you leave? No, just want to say thank you
for having me. It's been a pleasure.
Feel free to follow me as well on LinkedIn at PEO for the CEO
Susanna Martinez here. Fighting to maximize your
benefits without overpaying and PEO fees.
I just love the line PEO for the CEO, nothing sweeter.
And of course guys, till I come your way again, keep winning.
And of course, God bless you guys.