Cameron Herold Has Grown 3 Companies To Over $100 Million Using ADD As A Superpower

BWB Cameron | Working With ADD

Cameron Herold Has Grown 3 Companies To Over $100 Million Using ADD As A Superpower

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    Have you ever looked at big companies who've experienced explosive growth and wondered how they got so big? Do you have a big vision for your own company but wonder if you have the expertise to personally engineer and manage this type of explosive growth yourself or if you need to bring in someone who can help bring your visions to life?

    Meet Cameron Herold. Cameron is one of the top COO's in the world and he's the mastermind behind hundreds of companies’ exponential growth. No longer a COO for a single company, Cameron has built a dynamic consultancy, and his current clients include a “Big 4” wireless carrier and a monarchy.

    In this episode, he offers amazing insights on how to operate on a very high level and how to work with your second in command to get things done. He discusses the tendency for many high-performance entrepreneurs to have ADD/ADHD, mild forms of Tourette’s, Bi-Polar, and OCD. If you suspect you have any or all of these traits, learn from Cameron how to capitalize on what makes you different.

    Episode Highlights:

    • How Cameron uses his ADD as a superpower
    • Why you absolutely need to get an executive assistant (virtual assistant or part-time)
    • Focus on increasing revenue and gross margins to solve problems and stop focusing on new websites, better system, not a better product
    • Why hiring fractional (part time, commission, freelance) helps grow your business
    • Thinking with the end in mind and build to that, and having a plan for what your business will look like in three years

    To learn more about Cameron and discover insights on how to operate on a very high level and how to work with your second in command to get things done, visit https://www.cameronherold.com/.

    About The Guest: Cameron Herold

    BWB Cameron | Working With ADDCameron Herold is one of the top COO's (Chief Operating Officers) in the world and he's the mastermind behind hundreds of companies’ exponential growth. (Several of them are household names like 1-800-Got-Junk).  No longer a COO for a single company, Cameron's built a dynamic consultancy — his current clients include a ‘Big 4’ wireless carrier and a monarchy.

    At age 21, Cameron had 14 employees. By 35, he’d helped build his first TWO $100 MILLION DOLLAR companies.  By the age of 42, Cameron engineered 1-800-GOT-JUNK?’s spectacular growth from $2 Million to $106 Million in revenue, and 3,100 employees — and he did that in just six years as their COO. His companies landed over 5,200 media placements in that same six years, including coverage on Oprah.

    Cameron Herold Has Grown 3 Companies To Over $100 Million Using ADD As A Superpower

    I’m going to talk with Cameron Herold. We’re going to be talking about the integral relationship between the entrepreneur and visionary. The guy or the girl with an almost ADD who is crazy and full of ideas and need somebody to help implement.

    Cameron is one of the most qualified people on the planet to talk about this because he's not only an entrepreneur but he has also been on the other side, as the number two, Chief Operating Officer of the world’s largest residential junk removal company called 1-800-GOT-JUNK?.

    He grew revenues from $2 million to $106 million in six years and he has built three $100 million plus companies in his career. He’s the author of bestselling books Double Double which I highly recommend and Meeting’s Suck.

    He’s also founded COO Alliance and one of the few Canadians which already gave a TED Talk. He’s going to talk a lot about mindset necessary to operate in a very high level, and to work with your number two and get things done.

    Cameron, welcome to the show. How are you?

    Brad, how are you doing? Thanks for having me.

    It’s a real pleasure. I have read your book and excited to read your next book. You’ve become highly recommended.

    One of my interviews, Tucker Max, was talking about his business book in the box was growing. He was on a hunt for the right business and executive coach to help him get over with the growing pains early on.

    He’s like, “I read 20, 30 different books.” Everybody out there who offers this as hands down when I read Double Double.

    I met Cameron Herold and I knew he is the one to help me grow my book. Our mutual friend Sean Stephenson recommended the book and forced me to read it. Your name kept on coming up, so pleasure to have you on the show.

    I’m an adviser to Tucker and I’m working two more books with him as well.

    You said one of them is Meeting’s Suck.

    Meeting’s Suck is out. I’m working out one related to vision and I’ve also co-authored the The Miracle Morning for Entrepreneurs with Hal Elrod.

    Hal’s a past guest to the show. I’ve read that book and put that into practice. I’ve not been as faithful as I need to be on it but I love that book, Miracle Morning.

    We’re doing one that’s just Miracle Morning for Entrepreneurs.

    Hal is such a great guy and that book is critical. For guys like me who is self-professed and proud of my ADD, that visionary, entrepreneur style, if I don’t have rituals or things to keep me grounded and focused as much as possible, I can get off the rails.

    I’m sure you have probably seen a lot of that in your business and working with clients as well. You’re the opposite of that.

    I’m playing a second-in-command role, a COO role, and a number of times I had to reign in the entrepreneur, but then I realized that the entrepreneur is exactly who they’re supposed to be.

    Most entrepreneurs have potential to accept disorder. The traits of bipolar disorder, they’re often on spectrum for Tourette’s which is thinking out loud. They’re often a little bit OCD as well where they’re obsess about certain things, which is often tied to ADD.

    BWB Cameron | Working With ADD

    Working With ADD: Most entrepreneurs have the potential to accept disorder.

     

    The medical community got a whole bunch of merits and says we’re disasters and don’t want to medicate the hell out of us. The reality is, we are exactly who we’re supposed to be. Our ADD allows us to see everything, knock on down in the details.

    It allows us to start a whole bunch of things and then get bored, then delegate it to someone and do it for us. Many are bipolar, why do people get excited and follow us? It’s our natural energy and the burnout is simply the crash and depression after. We’re exactly who we’re supposed to be.

    It’s funny when you said, “We talk out loud,” or “We think out loud.” I said this so many times, you’re the first person I’ve heard say that as it relates to the spectrum of ADD and Tourette’s.

    I will burn some of my friends out because I will call or Skype them up. I’m typically working from a home office. I have an idea, but I can’t think of it on my own. I don’t even need your advice. Just be there and let me bounce these words off of you and I’ll get it.

    What’s funny about the whole Tourette’s component is we will meander through all of our thoughts that keep coming out of our head. When we finish our thinking out loud, we’ll end up at the final point and forget all of the points along the way that you did not say.

    That’s a good thing you need to know about entrepreneurs. Don’t try to change them. Let them be who they are. Surround themselves of people who aren’t like them so that you can build a strong, unique ability team.

    Throughout most of my young life, even into my twenties, I had this minor little facial tic like blinking my eyes or crunching my nose, and they look like nervous tics.

    As I started to read more throughout the years, and this is totally unofficially clinically diagnosed, that is probably a very mild case of Tourette’s.

    I met a very high profile, a CEO of one of the top 100 companies in the US by revenues, probably top 75. The CEO and I were sitting on a plane together and he built and sold his first company for about $1 billion.

    I diagnosed him on the plane as having ADD being bipolar and having always nervous tics with Tourette’s and started laughing saying, “My wife thinks I’m a disaster. I need you to meet with her and tell her that I’m just an entrepreneur.”

    My wife and I ended up meeting with he and his wife and having dinner. We became very close friends and I coached him and his second-in-command. He is exactly who he’s supposed to be.

    When he was a kid, the medical community kept saying the problems. He knew he didn’t have problems. He knew he wasn’t like everyone else. He’s not supposed to be like everyone else.

    That’s one of the problems. The general consensus or society says, “These kids are wrong, let’s medicate them into being like everybody.” Let’s tell them, “Stop doing this. Stop acting like this, you’re broken.” It probably breaks a lot of people by trying to fix them.

    The school system destroys kids. I’m one of only about seven Canadians who’s done a TED Talk. I have a talk that is on Ted.com about raising kids as entrepreneurs instead of lawyers.

    In my TED Talk, I discussed about the fact that I was picked on and the school system told me to sit still, pay attention and be like everybody else. I was told to conform and why I couldn’t control my emotions and why do I have to be so scattered?

    Entrepreneurs with Tourette’s should be surrounded by people who aren’t like them so that you can build a strong, unique-ability team. Click To Tweet

    The reality is I’m not supposed to be like a teacher. I’m supposed to be like an entrepreneur. Entrepreneurs and teachers are almost like HR professionals and salespeople. We’re different.

    Instead of saying that we have to be engineers, doctors and lawyers, why don’t we say, “You are exactly who you are supposed to be?” Maybe the system is not meant for you.

    Do you know who is Alex Charfen is?

    Of course.

    I had an interview with Alex. We talked a lot about the very similar concepts there. He always thought that he was broken and things like, “No, I’m different.”

    It’s the entrepreneurs who realized that they’re different but not broken. Understand how to capitalize on that. They’re the ones who succeed. Have you heard about the book by Garret LaPorto, The Da Vinci Method?

    I almost want to say yes but I’m not sure.

    That was the very first book that I read where I thought the marketing ad was genius. Do you have these traits? You are not an ADD, you are a Da Vinci. People like Da Vinci and they had these exact same traits. It was a cool reframe on how to use that superpower.

    Alex Charfen mentioned you to me when he interviewed me on my first podcast. Alex and I are part of Genius Network together, Joe Polish’s program.

    What hope is there for us bipolar, Touretted, ADD-ridden and visionary entrepreneurs to succeed in this life when all we want to do is have ideas come out of our head and happen without us having to do anything?

    There’s a little bit of a power that comes in realizing that we’re not broken. The system is broken. The medical community and school system failed us. We were way smarter than they give us credit for. We all know that we are.

    ADD is not a disfiguring disease, it’s my superpower. All of a sudden you go, “Maybe I’m the smart one.” I went back to my 25th high school reunion and realized that I made more than all of my high school teachers combined. Then I went like, “Maybe I wasn’t broken after all.”

    Did you go through that as a child? Was this in your genes as well?

    My entire Ted Talk was about that. What I literally felt through all my grade school activities, being told to sit still, pay attention, be like everyone else and stop selling everything. I am so bored in class. That’s the reason I’m sitting at the back line by myself. You’re boring me and it’s taking too long.

    I also went to school thinking that I was stupid because every report card told me that I was a 64% student. All of a sudden, I realized that maybe the shortcuts and the answers at the back of the textbook is where it’s supposed to be.

    BWB Cameron | Working With ADD

    Working With ADD: The school system only rewards the A student and tells everyone else they’re stupid; it’s a completely broken system.

     

    School systems should be completely changed where the test is a group test. You work together in teams. You all collaborate and everyone gets an A.

    It’s only about the researching stuff that you want to, pitching what you want to, talking about what you want to, and everybody will be completely engaged. The school system only rewards the A student and tells everyone else they’re stupid. It’s a completely broken system.

    For some reason, I’ve always had a big passion and opinion about this and it’s 100% in line with everything you're saying. I went through the same thing too. Every report card I ever had in grade school cannot demonstrate self-control.

    Every swipe in a co-founder or COO to a number of CEOs and companies that I’m known for building. One example is 1-800-GOT-JUNK? I’m Chief Operating Officer and the employees at the head office were 3,100 when I left system-wide.

    The CEO had dropped out of high school multiple of times, talked his way into college and dropped out of college. My partner in the Auto Body Chain and Private Forensic only finished grade twelve.

    There’re so many entrepreneurs that can’t work within the system. We had to finally do it for ourselves. It’s our innate stubbornness and tenacity that we’re never going to give up and it’s a bit of a, “Screw you,” to the rest of the world that makes us successful.

    It’s always because we’re told that we couldn’t do it that we’re trying to prove to people we can. The reality was, if they told us one could do it, we’re probably happier.

    In your career, you have been the COO and focused on being that number two who gets things implemented, executed and working with the CEOs. Are you saying that you share those exact same traits with the same people?

    How did you make that jump with the COO roll with that skillset and mindset needed is totally opposite?

    Because I’m OCD as well. I see everything in reverse. When you tell me where you’re going, I can show you how to get there. I understand if you tell me what your goals are and I can break them down backwards to show you how to build it.

    If you show me a design, I can show you how to build the foundation. I’m the guy who is very entrepreneurial, but I can see all the blueprints. I have entrepreneurial traits and I was also groomed as an entrepreneur which I talked about my TED Talk.

    I have so many entrepreneurial traits and skills that I learned how to do it. I also learned how to operationalize the company called College Pro Painters and we’re groomed to be entrepreneurs in that organization. I had twelve full-time employees when I was in second year university.

    That’s always been an issue for me. I’m definitely not OCD, but there’s probably some OCD in there. My wife would say I’m not OCD enough around the house. I’ve always been fascinated about this, the people that I mastermind with. Especially the people that I get around.

    We were all the exact same personality so we all think we’re normal. That's why entrepreneurs love masterminds and getting together because we get the play with people like us.

    There’s a little bit of a power that comes in realizing that we’re not broken and that the system is. Click To Tweet

    It’s our tribe. All of a sudden, we realize that maybe we didn’t have the disease. Maybe the disease was disclosed to the medical community.

    I want to talk about something you’re doing here called the COO Alliance, that’s fascinating and needed. I want to drive down to a little bit more because I believe most of my readers are probably owning or running businesses, doing the $5 million and down mark. This is from surveys I’ve done.

    Anywhere from $500,000 or $5 million, that’s the point you’re going to get one foot in, one foot out and know that you need somebody to help you integrate, execute and keep you on track because you can only do so much yourself.

    Maybe you’re not at that point where you can necessarily afford a well-paid, high-end expert and pay them a couple of $100,000 a year salary.

    You need somebody who is more advanced like a virtual assistant or whatnot. Is there any advice you would give to somebody there setting themselves up for success?

    At the end of the day, most people start talking about, “If I could only hire a COO and could grow my business.” First thing you need to look at is, “If you don’t have an assistant, you are one.”

    You need to get an executive assistant, even a virtual or part time executive assistant to start getting a lot of the admin work occupied first. That will at least give you extra time to grow your business revenue point where you can get your first full-time people on place.

    Next, focusing on revenue generating activities. Because revenue and gross margins solve all your problems not a better system, website, tool, product but more paying clients that drip gross margins into the P&L. That’s what’s going to solve problems.

    Start driving and hiring people that will drive revenue first. I also look any time opportunities to hire fractional people, part time or virtual using Upwork, oDesk or HireMyMom.

    Anywhere that you can get part time people or people that are paid fully on permission whether the full-time salespeople or marketing people.

    I may need to find another skillset to level up there because I’m not quite there to the point to need the big COO, in those cases.

    It’s a great resource for our readers. There’s a ompany called Less Doing. It’s Ari Meisel’s company who does an amazing job where he manages teams and teams of virtual assistants.

    Once a week, they do a call with you to find out everything that’s on your plate. They take a bunch off your plate. They then allocate the tasks to groups of assistants to do it for you.

    You get somebody who’s project managing a bunch of staff and legal experts that you don’t even know who they are and they get it done for you. A powerful way to go as well.

    This stuff didn’t exist years ago. If our readers don’t know, prior to Google and prior having access to the internet, all you have are classified ads and newspapers. You couldn’t run businesses this way. The way you run business is a chain.

    BWB Cameron | Working With ADD

    Working With ADD: In setting yourself up for success, you must start driving and hiring people that will drive revenue first.

     

    We’re at the forefront because it’s never been done like this. We’re cutting our teeth and figuring it out evolving as we go. There’re no real best practices for using global or the GO Arbitrage because it hasn’t been done for too long.

    If the rate of change outside your business is greater than rate of change inside your business, you’re out of business. The reality is that business is changing and people need to be able to adopt these systems and ideas quickly. It’s what I covered on my first book Double Double. System is easy to execute.

    I’ve told several people that as an entrepreneur, as I evolved and realized the things that I need, I’m one of the most negative braggers but I’m technically skilled. I have a lot of skillsets, especially when it comes to marketing knowledge.

    I can do a lot, but I realized that focusing on the things that has gotten me to the level where I’m at, which is improving those skills will keep me there.

    If I don’t focus on a couple of things which are recruiting and developing team members, taking this off of my plate and letting go of that and trying to focus on what an entrepreneur does, which is organize its people, systems, resources and capital in order to achieve a goal.

    I was coaching a CEO and he said, “I need to do X, Y, Z,” and I said, “No, you don’t need to do it. You need to get it done.”

    We have to start letting go of a little bit of this thought like, “I need to have my toilet cleaned doesn’t mean I need to clean the toilet.” “I need to have my grass cut doesn’t mean I need to cut my grass.”

    You would be amazed in a lot of things personally that I’ve outsource and you don’t have to spend any time on that. There’s almost nothing that I do around our home, ever, to the point of even cooking.

    Growing up, it’s funny because my dad and I, we are not getting along well and we’re total opposite in our personality make up. He instilled this in me, “Why hire somebody to do it if I can do it myself?” which is the exact opposite of what we’re talking about.

    Pretend that someone followed you with a movie camera and pretend that the video you’re doing is everything in your life and business. Then write down everything that you do, open emails, your private emails, and proof billings.

    Categorize all of those things in one of four ways, either I for Incompetence, C for Competence, E for Excellence and U for Uniqueability. The Incompetence is, “I suck at it.” The Competence is, “I’m okay at it.”

    The Excellence is, “I’m good at it, but I don’t love doing this.” Uniqueability is, “I'm good at it, I love doing it, I get energized when I do it, and people love watching me do it.”

    It would be operating between the excellent and uniqueability ranges.

    First step is, you would be operating the excellent and uniqueability. When your business goes to the moon is when you delegate everything except for uniqueability. When you have everything off your plate, except for uniqueability, the stuff that I’m good at.

    I love doing this kind of podcast, I love speaking in events, and I love coaching. Aside from that, I’m good at it, I’m excellent at it, and I freaking love it.

    If the rate of change outside your business is greater than rate of change inside your business, you’re out of business. Click To Tweet

    I’m getting all of it off my plate, so that my days are either my free time or me working in my unique ability area. Which means I finish every day feeling better when I get what I started.

    I’ve said almost those exact same words to people like, “How do you feel at the end of the day compared to how you started it?” Do you have both employees and outsource teams that you work with to help off load some of the stuff for yourself?

    I do. I’m moving more towards never having full-time employees. The reality is that the world doesn’t need them. 70% of the full-time employees’ time is typically spent being required on meetings.

    We know that meetings suck.

    We suck at running meetings. My book, Meeting’s Suck, is exactly about trying to teach people how to run highly effective meetings. When you hire people who are fractional, who works on uniqueability for a few hours a week or few hours a day, they’re only doing the stuff that they love and are great at.

    You don’t hate them to do all the stuff that they don’t like. How do you find more of these freelance people you should be hiring to do this?

    There’s another podcast with a former business partner of mine, Dale Hensel. He’s taking a company public and he’s done a lot of cool, big things. He’s a huge thinker.

    He’s one of us but he’s migrated and evolved his business to where people even say, “What do you do for a living?” He’s like, “I groom CEOs. I build CEOs because I’m a King Maker.” That makes people go, “What?”

    He realized when he did a lot of business coaching and he’s coaching people on how to get on the business, a lot of times when people seek out business coaching, they’re in a moment of transition.

    Either they had their ass handed to them and failed, or like Tucker, “We’re having growing pains if we don’t hire somebody to come in,” and he would end up realizing that I’m coaching these people to be good CEOs and business people as it is. “I’m going to create them for my own businesses.”

    “I’m going to bring them in and groom them to run all of my ideas, not treating them as COOs because I don’t even want to be the CEO.” This has been a very recurring theme.

    You look for a high performing athlete. They’re in their absolute uniqueability in their sport and everything else around them is noise. You look at someone like The Phantom of the Opera and is on stage performing.

    There’re hundreds of people backstage during lighting, costumes, marketing, sales, tickets, selling popcorn and all the stuff that needs to happen for the show to go on. He doesn’t have to do that and they need him. You have to find what they’re good at and start deliberating everything.

    What would you tell somebody who is starting off on their entrepreneurial journey, young entrepreneur, late or early 30s and they realized that they’ve been working and realized that this is a square peg and round hole, “I’ve got some ideas and skills?”

    “I’m going to sit down, do this on my own. I limited budget but I needed to start off the right ways so I don’t get in this trap that a lot of people fall into,” having these epiphanies after many failures. Would you recommend that early on they start off with getting the assistance even if they don’t know?

    BWB Cameron | Working With ADD

    Working With ADD: Pivot vision means making a description of what your company looks and feels like as if you’ve already built it three years from now.

     

    The first thing that I would do is think about what the business looks and feels like three years from now. I call it the pivot vision. The idea is making a description of what your company looks and feels like as if you’ve already built it three years from now.

    Describe every aspect of it in vivid detail and start working backwards from there. Second thing is to make sure to get strong financial advice to someone who can dig in to your business.

    Make sure that it makes enough money to cover all of your overhead expenses and enough money left in the end. Many business people screw that up.

    They work hard and build something and there’s not enough profit and margin to cover your expenses overhead. At the end of the day, you bought yourself in jar and they don’t wake up until two to three years later. There’s a very good basic system that listeners to think about.

    35% of your time will be billable time. 35% for admin pain-in-the-ass work that you have to get done because you can’t afford to hire someone for.

    About 30% of your time will be marketing trying to find new clients. If you want to make $200,000 a year, you have to make that in only seventeen hours a week.

    Those 100% of the time you gave was waking and working hours.

    In those working hours, if you’re only working seventeen hours a week, you have to be making $100 in an hour to make $200. You have to charge $300 an hour to make enough money over the course of a year to have $200. You have to do the basic math.

    I haven’t seen it like that for heads that I write but that’s profound.

    That’s how I see everything backwards. You are going to spend your time to run your company. You’re going to do admin and all the marketing then nobody’s paying you. What I did, even in my business today, the way I do all of my marketing is people pay me.

    Other than the people interviewing me on my podcast, I’m not paying for that. In my speaking events, people will pay me to come and speak. That's how I built my entire business around the clock that, “If I’m getting out of bed, then I’m not doing it for free.”

    That’s something that I’m trying to integrate more in life. Going back to one of the things you said to the suggestions to visualize your business years from now and get that solid advice on that financial model.

    My business and my life are comprised primarily of two things, exalting business where I help business owners grow their business but build and optimize marketing funnels and get that dialed in.

    There’s also the Stilettos Coffee business. If you go to StilettosCoffee.com, you will see what I’m talking about. My wife and I launched a coffee brand. We’re at the very early stage.

    You would never build a house or renovate a kitchen without knowing what the finished product is going to look like. You will never call in a whole bunch of contractors and say, “Here’s a bunch of money, I’ll come and see after twelve months. Build me a house. I hope it looks like what I wanted to.” No.

    No one starts at the ending line. Click To Tweet

    The sketches, drawings and all the ideas and say, “Here’s what I want the house to look like. Here’s how much money I have. Here’s how much time I have.”

    “Let’s draw the plans up with the blueprints to make my vision come true then I’ll go away so your workers could make my vision happen.” Why would you build your business any differently?

    You’ve given a vision on what your company looks like three years from now and the engineer. Do a plan and start executing and building from the foundation like you build the house.

    On the financial side, my wife, it’s originally her idea to get to the basic finances and very much quick start who says, “This sounds like a lot of fun. I will figure out the money part later. I’m sure we’ll make money.”

    We got to the point where five to six months into actual operations and starting to look at the unit economics. This is a low margin.

    Her product, unit margin business and luckily, it’s a very wide volume that we can do. When I started to tack on and get serious about the financial numbers, it’s very sobering.

    No one starts at the ending line. I have a friend who did the exact opposite. He started his company a couple of years ago and said, “I don’t want to have a big factory. I don’t want to have big expensive product because it seems like a pain-in-the-ass”.

    “I don’t ever want to sell $6 products because it seems like a pain in the ass. I want to have a very simple business, but I want to grow it big.” What product is expensive and small? You couldn’t do stuff that’s illegal. He decided to sell diamonds.

    Do you do diamonds?

    Hundreds of millions of dollars a year of diamonds to the movie stars and actors. He realized that he could buy a cool expensive office and twenty years later have the same office. All of the diamonds will be in one safe. He thought with the end in mind and grew into that.

    Most people don’t start and they worked hard to build with a new investment and then ten years later, they take no money out of the business.

    They think that they built something and sell it with $5 million and you pay $2 million in taxes. You net $3 million and owe some investors $1 million, so you net $2 million.

    You fight it over for how many years.

    You didn’t make any money. You could have been a VP in a company. I beg people to not be the fly trying to get out of the window. Why don’t you turn to the right and fly out the door that’s open? It’s easier.

    Let’s talk about COO Alliance. What is COO Alliance?

    BWB Cameron | Working With ADD

    Working With ADD: In business, hang out with the people who are going to help you out with your roles.

     

    At the end of the day, there’s almost an inordinate amount of groups for entrepreneurs to learn from each other. We’ve got the Masterminds, EO, YPO, Vistage and Genius Network and all of these amazing organizations. Mastermind talks on where you can go and spend time with entrepreneurs.

    The scripts from marketers is an association where marketers, IT professionals and engineers. There is this one role that was almost forgotten, and it’s the second-in-command.

    No one had ever created a mastermind group and alliance where the second-in-command can learn from each other. I know the role than almost anyone on the planet because I’ve been coaching entrepreneurs and CEOs for nine years.

    I was also active as second-in-command of companies like 1-800-GOT-JUNK?. I started to recognize that we could call together that group, learn from each other on how to become better in their roles and how to effectively build the Yin Yang relationship with the CEO. We’d be on to something.

    I did a couple of tests and they took off. Eighteen out of the twenty people signed up for an annual program that we launched together. We already have 32 members of the annual program.

    Who’s your ideal person to be interested in COO Alliance?

    The youngest is 27 years old to 62. The smallest company’s around $2.5 million and the largest is around $400 million. The smallest employee is 24 and the largest is around 3,000. 35% are women and 65% of men.

    The way it works is, we have four events a year here in Scottsdale and people select three of the four to attend. They work together and there are lots of breakout sessions and confidentiality around.

    It’s helping each other to become much more successful in our roles. I’ve always believed that your net worth is your net worth. It’s who your hanging out with that’s going to help you out with your roles.

    That’s about developing the pool and talent of COOs who are not only good at implementing and executing but understanding the framework and have a better work with their CEOs and the entrepreneur.

    One of the problems is I can hire somebody who is good at getting things done but if they let me run over them, then I will. That’s one of the things I got from Mark Winters book, Rocket Fuel, which is the first book I read about this relationship between the number one and two.

    Ultimately, it’s the Chief Operating Officer who should get the final say, “Mr. Entrepreneur and visionary guy with a million ideas, those sound great. We’re going to table those right now because we don’t have the resources.”

    it’s a strong skill to learn how to manage the CEO and how to keep them iconic and how to allow them to bring out the good news and the bad.

    That’s one of the things that I also notice about all conferences that we tend to go to. People listen to many speakers and read many books but what they want is one-on-one time to be able to talk to other people and mastermind what they learn from each other.

    That’s what we built on the COO Alliance. There’s a lot of this breakout groups and time for them to spend time with each other and share what they learn from each other as they go.

    Cameron, people want to get more information on you, your programs and books. Give a place for them to go.

    COO Alliance is TheCooAlliance.com. My books, Double Double and Meeting’s Suck, are available on Amazon. Double Double is available on Audible and iTunes as well. CameronHerold.com is all my videos, speaking events and lots of resources and worksheets for people to know.

    Thank you and it’s refreshing to hear and confirm that my ADD, bipolar and Tourette’s are ones that are responsible for my success.

    You are exactly who you’re supposed to be. When they said that I’m going to do a podcast with Bacon Wrapped, I said “I’m all in.”

    This is one of the most irresistible podcasts and I’m going to do it. Cameron, I appreciated your time. For all my readers, if you have enjoyed this, the fast way you can pay us back is visit Cameron’s website and read the stuff that he’s put out.

    Hopefully, you’ve gotten information that’s very valuable and worth paying for. The way you pay me back, share this show on Twitter and Facebook, tag me and Cameron and tell us what you’d liked about it and what you’d like to hear more.

    If you have any questions, always hit me at AskBrad@BaconWrappedBusiness.com and I’m more than happy to give you a second opinion on your strategies and see if there’s a way that I can help you out. Cameron, thank you very much.

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    About The Guest: Cameron Herold

    BWB Cameron | Working With ADDCameron Herold is one of the top COO's (Chief Operating Officers) in the world and he's the mastermind behind hundreds of companies’ exponential growth. (Several of them are household names like 1-800-Got-Junk).  No longer a COO for a single company, Cameron's built a dynamic consultancy — his current clients include a ‘Big 4’ wireless carrier and a monarchy.

    At age 21, Cameron had 14 employees. By 35, he’d helped build his first TWO $100 MILLION DOLLAR companies.  By the age of 42, Cameron engineered 1-800-GOT-JUNK?’s spectacular growth from $2 Million to $106 Million in revenue, and 3,100 employees — and he did that in just six years as their COO. His companies landed over 5,200 media placements in that same six years, including coverage on Oprah.

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