Michael: Hi, this is Michael Senoff with Michael Senoff’s www.hardtofindseminars.com and Consulting Secrets. Here is a series of calls with a gentleman named Dave Flannery out of Ireland. He’s a new HMA consultant. He came onboard in September of 2006 and his goal is to be the world’s number one HMA consultant and I have to tell you based on what he’s done so far, I think he’s well on his way.

We have agreed to do a series of interviews that’s going to document his success, his trials, his tribulations, the lessons he has learned and he’s got a lot of valuable lessons that I think will help you, the new or existing HMA consultant. He’s an inspiration to us all. And in this recording, we’re going to go over how it all started. How he became interested in business and marketing consulting, a little bit about his experience and background. We’re going to hear about some other consulting opportunities and franchises that he investigated and why he ultimately chose becoming an HMA consultant. You’re going to hear how he was able to set up appointment with over 24 potential prospects and how he’s on his way to closing 17. By tomorrow, if he closes three out of the four or five appointments he has, he’ll have 17 clients all paying him 3500 Euros, which is close to $5,000 U.S. dollars per project for four projects each. So, this is the first step in getting the clients, taking them through an Opportunity Analysis and closing the deal.

Our next recording, he’ll be knee deep working with actual clients and we’ll do a recording on what it’s like actually working with 17 clients at once.

So, I look forward to bringing you more details as we follow Dave Flannery, our future’s number one HMA consultant. If you have any questions or any advice or feedback, please don’t hesitate to call and I’d be more than willing to get your story, as well. Enjoy.

Dave: Hello?

Michael: Hey Dave, Mike Senoff here.

Dave: Hey, Michael. How are things?

Michael: How are you doing?

Dave: Not too bad.

Michael: Good. Can you hear me okay?

Dave: I can indeed.

Michael: Are you wrapping up a busy day?

Dave: I am. I just closed three again.

Michael: That’s great. You feeling pretty good about it?

Dave: Yes, I am actually. Close three and that’ll be 17 in total.

Michael: So, you just graduated with an MBA at the top of your class. Now, did you know what you were going to do after you graduated? Where did the whole idea of consulting start?

Dave: I think it was just getting in and making more money for whatever company or whatever sector I was working for. I don’t know if I would have said marketing per se, but I’m eventually kind of just whittled its way down to marketing. The marketing thing probably hit me about a year and a half ago, maybe two years ago.

Michael: Were you doing stuff with companies?

Dave: I was managing. I was managing director of two companies and general manager of three others in the last couple of years. So, I always had a general overview of everything around the company, but I was kind of more drawn towards the marketing side and the PR side rather than anything on the economy side or anything like that.

Michael: This wasn’t in a consulting form?

Dave: No, it wasn’t consulting. No, this is in my capacity as a manager.

Michael: I see.

Dave: And managing other sector managers as in a marketing manager and a PR manager and I was always drawn towards that side of the business mainly because that’s where the income, the revenue was being generated.

Michael: What kind of businesses were they?

Dave: Health and nature was one, car rental was another, FMCGs. Do you know what they are?

Michael: No, I don’t.

Dave: Consumer goods, that would be supermarkets and retail outlets. And another _____ center. So, about four or five in last 18 years.

Michael: How did you end up finding my site? Were you looking at other consulting opportunities?

Dave: During the year of my MBA, I was looking at…I just knew I wanted to work for myself. I was looking at franchises such as Action International was one and Quantum Organization were two that I had whittled down to.

Michael: Did you go in for the presentations and stuff?

Dave: I went to the presentations on both and like I said before, I thought they were weak.

Michael: Did they bring you in like a group where they did a presentation?

Dave: No, more one-on-one because I wouldn’t go in, in the group. I was very aware of the group mentality.

Michael: Which one did you meet with first?

Dave: Action International.

Michael: And how much did they want for a franchise?

Dave: 25,000 Sterling. That would be about nearly $40,000. And that got you the license and then you paid them 2,000 a month for the first five years.

Michael: For the first five years. What about a percentage of your gross? Did they ask for that?

Dave: No, it was a fee, just a fee, just the 2,000.

Michael: Whether you made any…

Dave: Whether you made any money or not, yes.

Michael: Were they based out of the U.K. or Australia?

Dave: No, they’re based out of Australia, but they have…sorry, they were founded in Australia and they have an Irish office here. They didn’t have when I was looking at them. I traveled to England to see the presentation, but they actually have an Irish office here now.

Michael: Did you go to the office there?

Dave: I went to the office in England, yes.

Michael: Did you see anything that they had that was pretty good or just okay or what?

Dave: No. They couldn’t answer basic questions like how would I sell this, what am I coming from; like basically how do I explain to the client what’s in it for them. It was more of a kind of a hard pitch sale, which is why I didn’t want to go into the group sessions because like I said I was aware of the group mentality and I didn’t want to be drawn by the excitement of the group as to the excitement in the group. I wanted to kind of save myself and keep my own wits about me. No, I didn’t see anything that maybe jumped out at me.

Michael: Then you checked out Quantum.

Dave: And to be honest with you, they’re mainly the same thing. The guy who has Quantum was under Brad Sugars, who is the founder of Action International, so he just broke off his own and changed a few things in the methodology of Action International and then trademarked that methodology. So, it’s basically the same thing. I didn’t realize that at the time I went for the presentation.

Michael: What are they asking for that one?

Dave: They were asking at the time…they were just coming into Ireland so they were kind of coming in as the price leader, so they were asking about 14,000 Sterling and again 2,000 per year.

Michael: Two thousand per year for five years?

Dave: Yes.

Michael: Same as Action.

Dave: Same as Action, yes.

Michael: Fourteen thousand Sterling, what is that in U.S. dollars about?

Dave: Fourteen thousand is about $23,000. If they were giving me what I thought I wanted or what I knew I wanted, I wouldn’t have minded paying that. But it didn’t seem to have everything that I was looking for to be honest with you. About this time I was talking to one of the guys who is one of my cohorts from my MBA and he just happened to mention the name Jay Abraham. He said if you’re interested, look up his stuff. It’s very good. And he gave me one of the books, his book, but that’s basically how I kind of came around to yourself.

Michael: You had never heard of Jay Abraham?

Dave: I’d never heard of him. I really hadn’t ever heard of him. So, I read his book. It was one of those published…what’s the name of it…

Michael: How To Get Everything You Want From…yes.
Dave: Yes. So, I read that and it intrigued me because he seemed to know what he was talking about, but he seemed to put in a system best. You could explain it to somebody who didn’t know what you were talking about. Does that make sense?

Michael: Yes.

Dave: It made it very simple. And so, I decided to kind of have a look at his stuff and I was on his website and his prices were a little bit out my range at the time. And that’s how I kind of…what I started doing was trolling the Internet and seeing if I could get second hand stuff, which is how I came to www.hardtofindseminars.com and emailed you for, I think it was for the _____ and you emailed back saying listen I can do that for you, but I’ve got a system that incorporates all that and more. So, we started talking for a while, I think maybe over four or five days. I can remember shooting emails back and forth with each other and the way you were _____ the system seemed to click with what I was looking for. So, basically I just took a chance. I ordered it and I haven’t looked back since. The thing about it is, you have to use the system and I’ll say this to anybody who is listening for HMA University, people who are using it, starting out and who are thinking about getting it, buy the system. It works. My only _____ is make sure you use it on yourself. You have to be your own first client because once you follow the system for yourself, you’ll come across the little nicks, the bugs. If you don’t catch them first…you have to catch them when you’re doing it for an external client and that’s the sort of things that will slow you up.

Michael: So, your plan is to become Ireland’s number one HMA consultant and then you want to be the world’s number one HMA consultant.

Dave: That’s correct.

Michael: So, had to put down your plan and you sent me those plans, your weekly plans of exactly what you were going to be doing. Do you find writing down your plans and putting it on paper gives you a little more power and edge?

Dave: Yes. Can’t be done any other way, Mike. I know a lot of people said they don’t need to write stuff down. I personally can’t do it unless it’s written down. I can go to my diary now and from until Friday, my days are written out and whatever time I say I’m going to do something, that will be done. And if I have a half an hour marked out for phone call, that’s what it gets, a half an hour because if you don’t, you get side tracked. Little issues then can pull you off your track and you come to the end of the week and nothing is done.

Michael: What goals have you set for yourself?

Dave: Well, my goal is become the world’s number one HMA business growth expert and I’m going to do that by just planning the stages, going through it. Obviously, I’m going to hit up the girls. I mean it’s not all pie in the sky and rose tinted glasses. I mean it’s going to be tough, but like I said, I have a plan. I have a certain amount of sales, certain amount of client…I have a client number I want to get done by March. I’ve set the amount of sales I want to make by March and I have a certain percentage of growth that I want to achieve for my clients by March. What I’m hoping is to have some like, in total, about 120% overall growth for each of my 17 clients. I mean if I close three more deals tomorrow, I have my 17 clients from now until the end of the next full month.

Michael: Let’s talk about that. If you close your three tomorrow, which it seems like you’re on track to do, and you’ll have 17 clients all who have committed to the core four, four projects at 3500 Euro a project.

Dave: Correct.

Michael: That’s about $5,000 in U.S.?

Dave: That’s over $5,000 in U.S. dollars.

Michael: So, you’ve got 17 clients who have committed to four projects at $5,000 a pop. Let’s talk about how you got those 17 clients and that all starts with the Opportunity Analysis.

Dave: It does.

Michael: Didn’t you do some role-playing with your friend?

Dave: And I cannot say how important that was. I got the system…I think it was at the end of September. I had looked through the DVDs, I read the books, and I decided that I wanted to, again writing down stuff, I wanted to do training _____ for about six weeks. So, what I did was…and sent it to you. So, what I did was I wrote down what I did each week, each of the six weeks, and I emailed it off to you to let you know what was going on. And part of that training was I have a friend of mine here who is an actor for a local theater. And you had suggested doing 10 practice Opportunity Analysis during my training period. I, of course, then took that and said well 10 does sound like enough, so I decided I wanted to do 60 or 10 a week. I give my friend, my actor friend, a premise of what I wanted to do and I let him go away and build a character and come back and we’d do an Opportunity Analysis. And by going through that, I found the best ways of approaching different characterizations going from yes they’re completely sold on us to somebody who’s just negative about the whole thing. That really helped me. It took a lot of the _____ off me doing the Opportunity Analysis. Do you know what I mean? While other consultants or other starting HMA consultants might be as luck as to have an actor friend who would do that for them, just your dad, your mom, your best friend, whoever it might be. Even if you only did two or three, I would say get that training in. Like I said its practice. It’s like driving a car. Learning to drive a car is no different. Everything takes practice, practice, practice. I mean even this morning I was up at 6:00 a.m. and sitting in front of the mirror for…I know this is going to sound strange…but for the first half hour, I sat in front of a mirror, the long mirror in my room and I just practiced my speech, practiced what I was going to say, practiced my USP, practiced what I was going to say to whatever question I thought would come up. And once you get into that, it becomes second nature.

Michael: Now, I want to talk about how your practices compared to the reality of doing them, but first let’s talk about how you were able to set up all the appointments. This is one of the biggest challenges I think most people believe they’re going to have is how do you get clients. How did you end up getting all these appointments?

Dave: I have to say a lot of it was luck and the time of year that it happened, obviously the Christmas season and the New Year’s season. I knew I was going to be meeting a lot of people at parties, so I had some business cards printed up. And just basically when I went to the parties, the first question when people haven’t seen you in a while, the sort of question they ask is well what are you doing now, where are you working. Once I got that question, I went straight into my abbreviated USP. And if I thought then that they were interested in what I was talking about, I went into my long USP.

Michael: We went back and forth in trying to come up with your abbreviated USP. What was it?

Dave: Grow your business 20% in 20 days.

Michael: That got their attention, didn’t it?

Dave: Straight away. I mean a lot of them just stopped and they kind of give you a kind of a smile as if to say, yes, right. I mean once you get talking to someone and getting into it…like obviously we didn’t go into a lot of it because it was a party. My card was given out and I said listen call me tomorrow. Like 24 people called tomorrow and I’m on the verge of closing 17. So, that’s about 70% close rate.

Michael: So, you scheduled appointments. How far off would you schedule the appointments and where would you schedule them? Did you schedule them at a mutual place, at their office, at their business?

Dave: Always at their office.

Michael: Always at their office.

Dave: Always at their office and I’ll tell you why because you have to make a connection with these people. What I learned from my training and it’s one thing that came across a lot during the Opportunity Analysis was the one thing I do when I go in is the first thing shake their hand and ask them for a walk around tour because that builds some sort of trust that you’re interested in what they’re doing. You’re just not interested in selling your…whatever you’re selling.

Michael: So, you say show me around the place.

Dave: Is there any chance of getting a tour, even a five-minute tour? And the second thing you must do, must, must do, is praise them on their ingenuity and their perseverance of actually building the business this far.

Michael: Yes, this is their baby.

Dave: This is it. I mean this is their life. It’s as simple as that and you have to put them at ease. You don’t want them thinking that you think they’re useless because they have to call you in. Do you know what I mean?

Michael: Yes.

Dave: You have to put them at ease about that.

Michael: So, they start taking you around and they start opening up and telling you about their baby.

Dave: Of course. And the third thing is reassure them that working in their business, they are the person with the more knowledge, working in their business. For instance, one of my clients is a high-end art dealer. I know absolutely nothing about high-end art. My client could walk rings around me talking about high-end art. But he just doesn’t know how to market it where that’s where my expertise comes in. You have to kind of let him know that you know that he is expert in what he is doing. Again, you’re trying to build rapport; you’re trying to build trust. It’s like the first stage in the Opportunity Analysis. You have to get that done. If you don’t do a good job in Step 1, you may as well not go through the other steps because you won’t have him.

Michael: Right. So, after the tour, what do you suggest or they suggest why don’t we go in here where it’s quiet and sit down and talk.

Dave: Yes, their office. Try to get them to their office because it’s their ground. They feel comfortable there. They’re sitting in their chair. This is their place of work.

Michael: Are you sitting across from them or on their side?

Dave: That doesn’t really matter, I find. One person I was sitting across from him, a couple of them I’ve been sitting on the side. Wherever they have their chair normally. I wouldn’t do anything out of the norm in that office. Like if they’re used to having people sit across from them, then sit across from them. If they have people sit at the side, well then sit at the side. I wouldn’t make them do anything that’s out of the norm for them in their office. The reason you get them into their office is that you make them feel at ease. That’s where they’re the boss. That’s where they run the company from, so you want to make them feel at ease. So, they motion you to sit down in a chair across from them, then you sit down in that chair. You don’t move the chair. If they motion to sit down at their side, then you sit down at their side. You don’t want to spook them in the office. And again, then after Step 1 is done, you follow the Opportunity Analysis sheet word for word. It’s all there written out for you and that’s what I do and I haven’t changed a word of it. And you just keep going through it. Now, if it’s a case that they want to bounce around and talk about different things, let them do that, but always remember yourself where you are in the steps. You have to keep an eye on it and bring them back because you have to follow the steps. I mean the one time that I didn’t close was I left the client bounce around a little bit and I just didn’t remember where I actually was in the process as regards to the steps. So, it kind of got away from me and I didn’t close that person.

Michael: Were you able to find some incredible assets in some of these businesses?

Dave: The biggest one is, as it says on the DVDs and the system, database. They just don’t know how to use the databases. They really, really don’t.

Michael: They have the name sitting in there.

Dave: They just have them there and it’s a one-time shot and if it doesn’t work the first time, well then we’ll move on and try and get somebody else. They just don’t understand it until it’s actually said to them. And also, you have to tie down every single step.

Michael: So, you’ve got to be closing through each step.

Dave: You have to be doing mini closes all the time. And if it’s the case that you get some sort of objection on the mini close, you wait until that objection is tied down. And if that takes you an hour, well that takes you an hour.

Michael: How do people respond to the USP, part of the presentation, in general?

Dave: The way I present it is I ask them, obviously, the two questions that are on the sheet, but then they ask what’s in it for me. If I was to become a client of yours, what’s in it for me? That kind of question kind of stunned me a little because then I say well if you become my client, I can grow your…what’s in it for you is you get your business growing 20% in 20 days or 25 to 100% in 60 to 90 days with no added cost in advertising guaranteed. And once they hear that, they kind of think, yes, that’s good. That’s what I get. Now, how do I apply that to my business? And it gets them thinking and talking. There’s no doubt about it, but the biggest step that you’re going to get a definite nod is the database.

Michael: And you show them what you could do with that database and how.

Dave: You walk through step by step and like I said, tie down at every single juncture. If you don’t tie down, and again, this is learning from the training I did and, obviously, the live Opportunity Analysis I’ve done now, you have to tie down at every single juncture as a mini close and if you get objection on the mini close, you have to stay at that objection until you have it answered or until, obviously, you feel you can’t get over the objection and then it’s time to just cut your losses.

Michael: Can you give me an example of a couple of your tie downs for anyone who doesn’t understand what a tie down is?

Dave: No problem. I can take the solidify trust and rapport, the first step. After you go through your opening lines and open soliloquy, you ask them does that makes sense to you. That’s a tie down. It’s an opening to questions. And then you wait for a response and you don’t talk until you get a response. And if they say no, it doesn’t really make sense, you stop, and you go back and you say to them, okay, just let me put it another way. And after you’ve done that, again, now does that makes sense now and you might get a no again. And then what you have to do is ask can you tell me where you’re having difficulty understanding it. And then you get into a conversation about it, but you have to tie it down. You can’t go any further on anything unless you have a tie down because if you don’t tie it down a situation and you come to your main close, you’ve wasted maybe 45 minutes not knowing that he doesn’t understand something.

Michael: So, you have to make sure he understands every single part of the system.

Dave: Every single word that comes out of your mouth has to be understood by the client. There can’t be any question or vagueness on your part or hum and haw on your part. If you don’t come across as knowing exactly what you’re talking about, you won’t close because people just…if you can’t get them onboard, they’re not going to close. You won’t close them. And the only way to get them onboard is to educate them to the Opportunity Analysis. You have an hour of their time, an hour and a half of their time. What you do in that hour and a half can set you up for a huge close or can set you up for a huge no, I’m sorry. It’s on yourself. If it’s a situation that somebody comes across and doesn’t understand what you’re talking about in an hour and a half, that’s your fault, not the client’s fault. You have to get down to their level or up to their level or find their level and then close constantly, close, close, close; open ended questions. Does that make sense? What do you think about that? Does that feel good to you?

Michael: You’re closing them right there on the first presentation. How do you structure your close? Tell me the process? After you finish the Opportunity Analysis, what do you do? Take me into the details.

Dave: We finish it and we have a chat about it, the Opportunity Analysis, just in generalities. And then I’d say what do you think and that’s not my main close. I’d say what do you think of the methodology and they’d say yes, it does make sense. And I’d say fine. I am free on, let’s say Tuesday or Wednesday at four o’clock to start on the first project. So, what do you think? Then they’d ask well okay how are you charging for the project and I’d say well just from over the hour and a half and the amount of work I’d have to put it, it will be 3500 per project. They’d say fine, okay. How many projects do you think it would take? And I would say well there’s eight projects in total, but I think that we could probably get the most out of just doing four for the mean time and then see how we go with those and then talk in a couple of months about doing the extra four. They’d say fine, okay. And I’d make a date and say…I took this direct from the DVD…fine, all you need to bring me is a list of your hundred best customers, your three biggest competitors, and a check for 3500.

Michael: That’s fantastic. So, you’ve done all your Opportunity Analysis. You’ve got how many more tomorrow?

Dave: Four.

Michael: Four, so if you close these three, you’ll have 17 clients.

Dave: Correct. That’s without my DM rollout or anybody coming from my JVs, as well.

Michael: Now, are any of these 17 going to be on your waiting list or are you ready to work with all of them?

Dave: No, I’ll work with all 17. I’ve worked it out. If I give an hour and a half to each part of the step, the four steps, it’ll work out to about 25 hours a week. My working day is from 6:00 a.m. in the morning until 6:00 at night. Twenty-five hours a week, that would be about five hours a day. That’s from 6:00 a.m. until 11:00. The rest will be like for myself, again, like writing my column or doing my radio slot or trying to get profiles done and things like that.

Michael: Are all your businesses generally in the same area?

Dave: Yes, they’re generally in the same…within 15-minute drive locations.

Michael: What were the objections of the ones you weren’t able to close?

Dave: I think that was just, like I said, they didn’t understand the situation or they didn’t understand the concept I was trying to put across. And that was down to me. So, every time I didn’t close, I came back in and kind of restructured what I was doing. Like I said, for the first couple, I didn’t actually take time to build the trust and rapport like take the tour and acknowledge their expertise in what they were doing and I’d bring them back to their office and let them kind of use the office as a talking place. These things, again, all came with losing clients. My closing list became a lot better when I added the little things that other people wouldn’t think, but there’s a lot of psychology I play there. And I think anybody that takes it onboard will start closing a lot better.

Michael: Do you explain, as far as getting results, do you talk about the USP how they may not see instant results with the USP?

Dave: No one’s every kind of yet collared me for the 20% in 20 days. I do explain that it’s an accumulative affect where you’re building critical mass all the time and it usually starts hitting in project three. Once you hit the critical mass about half way through project three, that’s when you’ll see the growth. And like the ones that I have closed, everybody does understand that. Like I said, you have to go through…like I said anybody that’s listening to this as part of the HMA University…you have to go through the steps, the USP, integration of the USP. You can’t leave those two steps out because even though it won’t bring in an influx of business by itself, you can’t do the rest of the system without the USP. I think you’ll agree with that, Michael?

Michael: Yes, I would.

Dave: And you have to good job on the USP. You can’t be wishy-washy. You can’t be theoretical. It has to be punctuated and it has to be to the point.

Michael: What kind of businesses are you going to be working with? What are some of the types of businesses, your client?

Dave: High-end art dealer, retailer, _____ centers. I have a bowling alley there. There’s a bowling alley, there’s high-end art dealer, there’s a ladies retail center, there’s a _____ center. The three I closed today, there’s a holistic center, a home bakery, and an Indian restaurant.

Michael: How are you handling…like if you’re going to get into direct mail and you want to send a mailing out, do they understand that they’re going to pay for the mailing or how are you thinking you’re going to do that?

Dave: Direct mail is one of the big four. I haven’t really moved on to…I’ve only closed on the core four. Now, I know _____ regards to JVs and strategic alliances. There will be mailings as a part of that, but I haven’t really touched on like direct mail as a project yet. I haven’t closed on the big four because it will cost the client money in regards of postage and mailing.

Michael: That’s true, yes.

Dave: I haven’t gone there yet because I want to make sure that I close the core four, make money for them on the core four, and then broach the subject about…well, listen, I could make your percentage a lot higher, but it’s going to cost you a little bit more rather than going in and saying listen this is what you’re going to have to pay me and on top of that, this is what it’s going to cost you.

Michael: That’s excellent. Do you anticipate doing some contingency deals with some of these clients?

Dave: At the moment it is all fee based. To be honest, I haven’t really been thinking about that. Really what I want to do for definitely the next year anyway is build up my name as regards to fee based and see where I want to go after that. I don’t want to go too quick and too fast because things can spiral out of control if you don’t keep it under control.

Michael: Right.

Dave: I just want to keep my focus on one thing, fee based. Get some money in the bank and get my name around the town and become world’s number one, of course.

Michael: Tell me real quick about how you negotiated the deal with the magazine and the newspaper to do the column and how you structured that.

Dave: No problem. I just went in and like I said, I’ve been reading the paper since I was a kid. It’s a local regional paper. And they have a business section, but they don’t have a business column as regards giving advice. So, I just wrote the editor and head of paper, told him what I was think about doing and said I’d ring him in two or three days time and just put forward a proposal. He met me with his sub-editor and he agreed that was a great idea. Would I be able to do 52 weeks of a rollout and I said no problem. Handed him a sheet that had the names of 52 headers on it. Had everything ready. He said so you can tell me you can give me these 52 columns now and I said yes, I have them all typed up, which I had done.

Michael: Do you have 52 columns on different subjects of marketing and business that he can use?

Dave: Done already, yes.

Michael: Now, did you use of the stuff from the HMA material or stuff you did on your own or what?

Dave: Some of my own stuff, from the HMA, some stuff from Abraham; things that I thought were relevant. Then it came to payment and they pay, I think 250 Euros for the year for their contributing columnists.

Michael: How much, 250 what?

Dave: Euros. That’s only about $500.

Michael: For the whole year?

Dave: Yes, as a contributing columnist. That’s all they were given. So, I kind of looked at him and said well listen, I’ll forgo that on condition that you give me certain things; a two-week rollout front page profile two weeks before my column starts, all of my PR, all my press releases for my company get printed, all PR and press release that I provide for my client’s company get printed, four ads per year free to either use for myself or for anyone of my clients, which is worth a lot more than 250 Euros.

Michael: This was the newspaper?

Dave: It’s a newspaper, yes.

Michael: How big of a circulation was it?

Dave: About 20,000-35,000. Not bad.

Michael: Not bad at all. Then you did something similar with the magazine?

Dave: Magazines were more profile than anything else. I have a profile…I don’t know what it’s in at the moment…recent business magazine and also I have a commitment from the Irish Entrepreneur magazine to do a profile for me in about four to six months. I wanted to wait four to six months to get some background, like client testimonials before I went for…because Irish Entrepreneur is a national magazine rather than a regional magazine, so I wanted to make sure I’ve got some powerhouse testimonials to give those. HMA makes it easy. I mean anybody can do what I did. Just follow the system. Like I said before, make sure when you’re starting out that you are your first client and use the system as you build your company because you will find out things when you’re doing it for yourself that are much easier to find out for yourself and fix them for yourself than if the first time you see the problem is for your first client. If you don’t succeed for your first client, it’s a very hard come back to come back from. It’s very hard to come back from that because that will get around.

Michael: You’ve got three more clients closing, so when is your first appointment to start working with them?

Dave: Wednesday.

Michael: Wednesday, okay.

Dave: It’s at nine o’clock.

Michael: We should talk in a couple of weeks and we’ll get some feedback and advice and real life experience on what it’s like now that you’re going to be working with about 17 clients. You’ll be very busy.

Dave: That’s the way to be.

Michael: That’s great. Hey, David, keep doing it. This is great and we’ll get all this down on tape. You’re welcome to use it anyway you can and we’ll document your success in becoming the world’s number one HMA consultant. I’d love to do it.

Dave: Fantastic. No problem.

Michael: You have a good evening and we’ll talk soon.

Dave: Thanks, Mike.

That’s the end of this recording with Dave Flannery. I hope this has been helpful and if you have any questions for Dave please email me, and I’d be glad to forward them over to him. I’m sure he’d be happy to help.


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