When bootstrapping, having great contractors is critical to increasing margins and lowering overhead.
A thread on how to attract and retain top contractors:
Disproportionate spoils to top talent and rising employee costs have contractors and businesses aligned.
The contractor or freelance economy is booming, and has miles of runway ahead.
What's driving the trend?
Businesses: rising wages, taxes, real estate and fixed asset costs make hiring full-time employees cost prohibitive.
Contractors: talented individuals are capturing more of the value they create and with more freedom.
Why is it valuable?
True employee cost is 1.3X salary and there are other indirect costs that are hard to attribute.
A $100K/year employee costs an additional $2.5K/mo. in taxes and benefits - these hidden costs vanish with contractors.
KPI attribution tools make tracking results straight forward allowing businesses to calc ROI and contractors to ensure they're getting what they're worth - a win/win.
Contractors can service multiple clients to achieve exponential earnings compared to salaried positions.
The value for both parties is undeniable, but what do contractors care about? How do you get the best to work with you?
Payment Terms - pay quickly, consistently, and do NOT send a physical check. T-15 is appropriate, but fulfill the invoice immediately.
Consistency - talented contractors value time, meaning they value efficiency. Consistency drives efficiency in communication, deliverables, etc.
Do not email, slack and text - use one channel.
Communication cadence - the best will not do recurring calls. Use calls on an as needed basis, be productive and to the point.
Hour long zoom calls are exhausting and not necessary.
Deal terms - for a revenue position, give upside for their best work. The talented make more and want it. Red flag if they don't.
Cost savings position? Percentage of savings or profits.
Eventually, everyone will capitulate to using contractors because the win/win is too advantageous to ignore.
If nurtured and respected the symbiosis is one rarely seen in business.
Margins for everyone!
Follow me @barrettjoneill for more content on tactical insights on bootstrapping, business building and growth.
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The most important metric for building a profit machine...
Customer acquisition cost.
The lowest CAC will win in the long run. Every time. Every industry.
Earned attention and repeat customers are the two biggest drivers of low CAC.
3 Sure fire ways to lower CAC:
SEO: Organic traffic CONVERTS (as much as 10X paid traffic). My company, OnDemand Storage gets 85% of our jobs through SEO. In an industry with 18% profit margins, we maintain over 40%!
You will not outspend the biggest players, be agile and commit to building website equity.
AUDIENCE: Build a loyal following by consistently putting in work to earn goodwill. This can be done by building a social media following or consistently contributing to your community in a positive manner to earn good press.
Here's how I got into the container storage business with $0 and owning 76% of the company with my business partners.
In 2016 we started "OnDemand Storage" with the purpose of providing storage with pickup and student storage...
We've done well and continued to grow.
Recently, an investor approached the team about the red hot container storage business.
He felt "OnDemand Storage" IP is a competitive advantage - everyone knows exactly what it means.
We set up a separate company where he retains 24% of the ownership. The investor put 100% of the money into the company and financed the containers at $4K/each.
Starting a (low risk/ low cost) business is LESS risky than working for a company.
Side note: all entrepreneurs should first start a low cost/low risk service business to generate cash flow and learn about selling and delivering service.
Once the basics are mastered, then it may be time to lever up, raise capital go for something "bigger".
Back to risk and entrepreneurship.
Imagine a sales job offer of $40K + commission.
That sounds much safer than starting a business with no immediate income, but is it?
No, because Company X is not going to keep a salesman that cannot sell employed longer than 3 or 4 months.
(see Frank Slootman discussing A, B, and C players).
If the salesman decided to start his service business, he must sell or he will not earn any money.
Early-stage companies are in a constant battle between growth and staying alive.
I’ve made (and make) several mistakes, here are 6 to avoid:
1. Wasting time on raising capital too early.
Win customers, prove your business model, print profit and maybe you’ll be lucky enough to never need outside capital. Many early-stage hours wasted here.
Investors do not want to invest in pre-revenue startups.
2. Credit cards
Financing marketing campaigns rarely works out well – they need time to optimize. Also, the SaaS recurring fees add up (and most products aren't as good as advertised).