In This Episode
In this special episode of Mighty Finsights, host Rory Holland is joined by CSTMR co-founder and COO Jack Macy to pull back the curtain on the agency selection process. Drawing from decades of experience on both the client and agency sides, Rory and Jack discuss the Agency Buyer’s Guide, which is a strategic framework designed to help fintech and financial services leaders find the right marketing partner.
They explore the three essential themes of Connection, Credentials, and Collaboration while identifying the red flags that often lead to failed partnerships. Whether you are scaling a mature business, modernizing a legacy brand, or launching a new product, this conversation provides the practical wisdom needed to move beyond passive execution firms and find a strategic operator invested in your long-term success.
Key Takeaways
- The Three Pillars of Selection: Successful partnerships are built on three foundational themes: Connection, Credentials, and Collaboration.
- Beyond Order-Takers: High-growth firms should look for strategic operators who challenge assumptions, rather than the order-takers who simply execute tasks without strategy.
- The 95/5 Marketing Rule: Understand the balance between the 95% of your market not currently buying (brand building) and the 5% that is ready to convert (performance marketing).
- The Cost of Bad Speed: Prioritize agencies that emphasize strategic alignment over those that promise immediate execution without understanding your business goals.
- Cultural Alignment: Connection isn’t just about liking people; it’s about finding a partner who shows genuine curiosity and investment in your company’s mission.
- Operational Readiness: Marketing only makes a bad product fail faster. Ensure your internal operations are ready for the growth an agency will bring.
- Straight Talk as a Value: A great agency partner provides “straight talk” and honesty, even when it’s uncomfortable, to ensure the best business outcomes.
- The Risk of Over-Reliance: Partnerships fail when there is a lack of transparency or when the agency is treated as a vendor rather than an extension of the team.
Transcript
Thoughtful Decision-Making Takes Time
Jack Macy: Often times there’s this—there’s this urge to do things as fast as possible to get results as fast as possible, but the outcome often times is you’re going to end up redoing it anyway because you didn’t spend the time to really do things in an informed, thoughtful way that—that balanced both good data, best practices, and—and, you know, the right insights from experts that can—can help you.
Introduction: Understanding the Buyer’s Dilemma From Both Sides of the Table
Rory Holland: Hi, I’m Rory Holland, CEO of CSTMR and you’re listening to Mighty Finsights. Every year, I talk with hundreds of financial leaders and select a few of them to appear on the show. Today, we have a special episode where my co-founder, Jack Macy, and I are sitting down to discuss how financial companies and business leaders can forge a successful agency partnership. We’ve been on both sides of partnerships—we’ve hired agencies and we run our own agency—and we felt we could provide a unique perspective on the topic, including the key ingredients for a great partnership, the biggest pitfalls when trying to hire an agency or that can sink a partnership, and three key themes to guide your decision-making.
Hiring an Agency Is Challenging for Both Parties
Rory Holland: All right, Jack, let’s jump in. I’m so glad we could get together to share some of our collective wisdom and insights we’ve learned over the years and all this time we spent together talking about, one, folks trying to hire us, but two, being on the other side of the fence and knowing how difficult it is to go out and research and talk to agencies and select a good agency partner. Man, just so good to have you here.
Jack Macy: Yeah, no, I’m excited to kind of hash back through our conversation we had. It was—it was really great to reflect on all our experiences over the years of, you know, the great—I remember hiring great agencies, I remember hiring duds that didn’t work out, and—and now being on the other side for the past decade, really being able to see what works and what doesn’t was super interesting to go through this with you.
Rory Holland: Yeah, and as I mentioned—and folks that listen to the podcast know this—I get to talk to hundreds of financial leaders every year and it—I regularly hear a couple of things that really bother me. One, they’ve been burned in the past. So they’re looking for someone that they can trust and that can—is really invested in their success. And two, that the process is just tough. It’s no fun. Like you’ve got to put RFPs out or you’re doing direct outreach or asking for referrals. So they’re really looking for someone that they can trust that actually understands their business, that they can bring into it, that’s going to be committed to their success, and far too often I don’t hear positive things like that.
Jack Macy: Yeah, I imagine those—those conversations are really revealing, you know, from everything from their—their worries, their desires, their—their fear of not being able to find the right partner to their fears of not succeeding, frankly, at a very base level. So, I’m sure a lot comes out in those conversations.
Building Successful Agency Partnerships
Rory Holland: Yeah, it does. And so, we sat down last year and decided that we would write about it. So we created the Agency Buyer’s Guide and tried to instill it with all of our insights and experience and wisdom in choosing the right partner. So I’m excited to dive into it with you.
Jack Macy: Yeah, and—it makes me reflect a lot on—before we started CSTMR, how I hired agencies to help build websites and apps, SEO services, advertising campaigns. And, you know, there was really interesting pieces that I took from that about, you know, which ones worked really well, which partners I really connected with and we got into a great groove and were effective and productive, and which ones just kind of always felt like it wasn’t quite going the way I wanted it to. And as I reflect back on those, I could clearly see in hindsight: I should have just paid attention to that red flag, you know, or I should have paid attention to that disconnect and, you know, used it to—to make a change in some way. But I’ve also witnessed the situations with our own clients and trying to figure out how to build a successful partnership and what that takes and over time I think we’ve hit upon some good formulas, but they’re not always perfect. So, let’s go into this.
Looking for Connection and Fit
Rory Holland: Yeah, I’m excited too. So, we had put together a handful of themes that we wanted to cover today. There’s a lot more detail that can be found in the Buyer’s Guide, but let’s get started into those. So the first theme is connection and fit. And what we’re really looking for here when you’re hiring an agency is that connection, that fit.
Rory Holland: And let’s start off with something that, you know, I’ve experienced when talking to folks and often they’ll tell me when they talk to me that—that they get on the phone with an agency and the agency seems to agree with everything that they’re saying. And it’s frustrating. They’re like, “Well, there’s no value in this exchange.” And so what I’ve learned along the way then is that those types of relationships that begin that way tend to not succeed very well. And I’m kind of curious what your experience is with that and what’s a sign of a better partner and an agency that might have more conviction in the conversation and asking more deeper questions.
Jack Macy: Yeah, it’s—it’s interesting. I mean, you know, one of the things that—you know, when I talk to a prospective group that we want to work with or they’ve approached us, I’m generally really curious about, you know, what their history’s been, you know, their business, you know, what drives their business? What are the key, you know, elements that—that help with that success? Their industry, their niche. You know, I want to dive into their products and services and get to know it really well. And that’s just me, that’s where I operate from, that sense of curiosity and wanting to help people.
But I think when I was on the other side and I had an agency come to me and we talked about a potential project and they were just like, “Yes, we can do that, we can do that, we can do that,” and didn’t ask me really any questions or lead to any in-depth conversation around what we really were doing, it was a little bit of a red flag. Like, I didn’t want somebody to just be an order taker, I wanted a partner.
And—and sometimes in those conversations, you get this sense of connection because—you know, you develop a rapport fairly quickly. Even on a first call with—with a potential partner, you know, it’s just—it’s easy, it’s natural, you can kind of sense that you speak the same language. Sometimes figuratively, but sometimes literally, like even understanding their business better. And—and you feel like you connect with them and you’re like, “Let’s keep this going. This is a great conversation. Let’s see where this goes.” And I think that’s been a really great telltale sign to know that from the very beginning there’s that connection. And it feels like this is somebody I could work with.
And to that end, like we talk about, you and I talk about aligned values as well. And it goes every—down to everything from is there just a sense of respect for each other? Like, do you respect the work we’re doing, do you respect us as a partner, do we both take ownership for success versus say, “Here’s the problem, go fix it,” or, you know, feeling like hiring an agency they aren’t really going to, you know, own your success as much as somebody might sitting next to you? And just, you know, the commitment to doing things right. I think some of those things we’ve talked about being really important to making sure that you’re aligned with the people you work with.
Rory Holland: Yeah, there’s a—there’s a genuine interest I think that you’re talking about. And you can—you can tell when, whether you’re hiring a contractor to redo your kitchen or bathroom or put a roof on your house, like you can tell if someone is genuinely interested in doing really great work and if that rapport is there and—and the values are aligned in doing high-quality work and standing behind what they’re going to do. Like, you can tell instantly and that’s part of what I hear a lot is: one, they didn’t ask many questions, they didn’t seem very interested, they weren’t really curious about my business, and they just quickly said, “Yes, we can do it and here’s how much it costs.” Like, wait, I didn’t even tell you—I didn’t really even tell you what I’m looking to achieve, you’re just jumping to it. So I think that addresses some really important things.
Correctly Discerning Between Domain and Industry Expertise
Rory Holland: The second theme I wanted to jump into, Jack, is domain expertise and just having the credentials. So, in our space, in fintech and financial services, general marketing knowledge only gets you so far. And without really understanding the industry and the nuances of compliance and regulatory challenges, I hear a lot of folks complaining that they’ve hired agencies in the past that don’t understand the industry and so they end up training them and educating them and it takes a lot longer than ultimately the outputs aren’t—aren’t quality and aren’t generating types of results that they expect. So I’m kind of curious, Jack, what’s your experience been with this and like where does domain expertise and credentials fall in?
Jack Macy: Yeah, I mean I think about it in two parts. One, I mean obviously we’re a marketing agency and we’re talking a bit about marketing, but it could be a tech agency, a development agency, it could be a PR agency. And how do you measure and assess whether they’re good at what they do on that—at that foundational level? And certainly you—you want to ask them, you know, important questions, but you also want to listen to how they respond to those. You obviously can look at their website, you can look at their materials, you can speak to references, which I always encourage. And ultimately, you have to really trust that that domain expertise is there.
And then—I mean, sorry, the—the industry expertise. But the domain expertise is another one. So if you’re looking at an agency that has specific expertise in your area, which I tend to recommend and that’s why we decided to—to build CSTMR the way we did, is because we want—we don’t want to have to explain everything to them and we don’t want them to have to have so much of a—a learning curve to get started because it’s not efficient, it takes time, but also it—it leads to a little bit of tone deafness I feel like in the work sometimes.
So they, you know, having somebody come in who has that domain expertise in your industry or your niche, they already have a base understanding of your audience typically. The motivations of that audience, the pain points of that audience, you know, how they—how they speak, how they—how they think about your product and service. And for us, specifically in finance, you know, not having to explain the difference between an SBA 7(a) loan and an SBA 504 loan or what’s a bank core provider—like those things are, you know, part of the nature of what we do for our clients and it’s part of our language because we’ve done so many of them. If you don’t have that base understanding of—of the elements of, you know, the services and products that—that you’re providing, that’s just another hurdle that you have to get over with that agency. So I do—I do believe that domain expertise makes—makes a difference for sure. And, you know, understanding the pulse of that specific market. You know, what’s happening right now, who are the key players, where’s the technology headed? All of those things. Like if you’re trying to do that across, you know, a dozen different markets and in industries, that’s pretty hard to keep the pulse of all that, don’t you think?
Rory Holland: Yeah, for sure. Yeah, and I see a lot of agencies out there that might work in multiple industries. And so that’s another thing I encourage folks to look at is if—if they weren’t someone on the team worked at a bank in the past for—for a bank or with a bank in the past but they have one client in that category and they don’t have the depth of experience, it could really impact performance and the overall success of the relationship.
The Danger of Over-Indexing on Speed
Rory Holland: The other thing I wanted to jump into, Jack, is the other thing I hear a lot is speed. Like, we want to do it right, but we want to go really fast. And so we all feel that pressure, right, to go fast, to generate results, to scale quickly, but often it could lead to false starts or restarts and it could be expensive and I’m just kind of curious your experience with that too and in hiring agencies and thinking about both doing it right and strategic, but also doing it fast.
Jack Macy: Yeah, I mean I think you—you need to find the right balance, right? Like so when I’ve worked in-house and when I’ve worked with—as an agency on the agency side, I’ve often found that there’s a lot of great desires and to hit goals and—and do that, but that the majority of milestones that are set up, deadlines that are set up, are—are fungible to some degree. Unless it’s say related to—you know, a specific event and you want to have this launch completed by a specific event for example. And so that—that urgency is somewhat manufactured and—and then but then you become a little bit of a slave to it and you—you don’t look at doing things right and you’re just focused on trying to get this website up by X date and versus—versus thinking about dynamic ways where you might get to where you need to be and—and keep your company moving along, but doing it well, doing it right, taking the time to build that strategy versus jumping straight in and looking for immediate results without having an eye on, you know, building for long-term success and growth.
I think—I think that’s the big challenge is you have to find the right balance there. And often times there’s this—there’s this urge to do things as fast as possible to get results as fast as possible, but the outcome often times is you’re going to end up redoing it anyway because you didn’t spend the time to really do things in an informed, thoughtful way that balanced both good data, best practices, and, you know, the right insights from experts that can help you.
Why Branding and Speed Are Deeply Connected
Rory Holland: Yeah, and that brings me to the next thing I wanted to ask you about: it’s branding. It relates really closely, yeah.
Jack Macy: Yeah, the leaders I talk to—some of them really get it; they see the value of how important a value of a brand is to dominate their category. Others are like, “It’s just a logo.” I’m kind of curious, when we just talked about speed and where that can’t work, what are your thoughts on branding and how that is foundational in what we’re talking about here?
Yeah, I think, I mean, obviously it’s huge. And I think the way I look at it is, if I’m a CEO, I think of my brand as a critical business asset, just like my product, my people, my financial assets, whatever it might be, my other resources. The brand sits right there at the foundation. Like, I cannot have a successful business without a really strong brand because I know that that is going to help make me distinctive in my market from the dozens of other competitors around there. I want to stand apart. I want to have a unique voice, and I also want my audience to really be drawn to and compelled by who we are and how we go about things and what we’re selling in a way that they remember me. And they may not be buying right now, but in six months or a year when they’re buying, if they remember my brand, that’s the best lead gen I could have imagined. And I think a brand is so critical in getting you there and taking the time to invest in it. And that’s one of those pieces that you want to invest in before you jump into, “Let’s just run the campaign,” because that campaign’s going to be a whole lot more effective if you have a really solid brand, message, positioning, uniqueness about who you are.
Rory Holland: Well, you made me think about what we’ve been talking about, how all these kind of layer together. Going all the way back to the top and just kind of recapping really quickly: if they’re not curious and interested in your business and really understanding it; if they don’t have a clear process and are interested in your success, and they might jump to building a website or doing SEO or running performance campaigns, but they’re not really looking at a core asset, which is your brand.
Look for Strategic Partners and Beware of Order Takers
Rory Holland: The other thing I want to ask you is just thinking about being a strategic partner versus an order taker. I’m kind of curious your thoughts on agencies that have a really strong point of view and a philosophy and a process and how potential buyers or our audience that’s looking to hire an agency can look for that point of view and interpret it and make good decisions from that.
Jack Macy: Yeah, you know, just like we went into brand a little bit. If the organization you’re working with does not ask you or have conversations around how you position yourselves, what are your key differentiators, your value propositions, your themes—like, how do you really identify and put yourself out into the marketplace, a.k.a. your brand, and what type of perception you’re trying to build—that’s an example of us having a strong opinion about how to do things right.
And if you’re talking to an agency and they aren’t asking those type of questions and they don’t have a strong point of view on how you are going to meet your goal, that’s another red flag, I think. You want them to have not only a confidence but have a reason why they think that’s really important.
And without that, I think again it starts to feel more like, “Just tell me what you want and I’ll build it,” versus, “Let’s have a conversation. I’m here because I want you to leverage my expertise as an agency and help you figure out a great solution to the problem you have or the opportunity that’s in front of you.” Let’s leverage that expertise to find a way forward, because I’m going to assume that you’re coming to me because you feel like you don’t have all the answers. And we don’t either, but together, I think we can get there.
Rory Holland: I love that. I often hear from folks I talk to that no one is pushing them on their assumptions the way that we do, because we truly want to help, which means we need to understand.
And any agency you might want to hire, you want to know that they truly want to help and understand your challenges and then how to help you solve those challenges and achieve the goals that you’re talking about achieving. And the other piece of that too is I’m often pushed back on those goals, because sometimes I hear, “We want to grow 10x in the next six months.” That’s remarkable! So what does growth mean? And then understanding all of those different nuances.
Brief Recap
Rory Holland: So before we move on to the third theme, I just wanted to mention: so we talked about connection and fit, we talked about credentials, and now the final theme we’re going to talk about is collaboration, which I think ties to a little bit what I was just saying. Having that collaborative spirit and that interest and that curiosity and that domain expertise, if you will, and credentials.
Pursuing True Collaboration and Goal Alignment
Rory Holland: So I wanted to ask your thoughts on—we’ve seen a lot of partnerships, and we’ve experienced this with the agencies we’ve hired too, Jack—that start with a lot of energy but they tend to kind of fizzle out. And it often is because the goalposts are in different places, or the finish line—we’re running towards different finish lines. They hire an agency, the agency thinks this is one—going one direction, and the client thinks it’s going another direction. Then you find out, “Whoa, what’s going on?” So the agency at that point was maybe just an order taker. They chose not to really understand the goals the way they should.
And I wanted to ask—the question I want to ask you is: what are some of the signs that the goals and expectations maybe aren’t aligned?
Jack Macy: Yeah, so this is a great one because I think, actually, in hindsight in most cases, that this is the primary reason that partnerships go sour. So when there’s this lack of alignment and an agency and a company just are not perfectly connecting. And I think it starts with the scope.
So in the sales process, the company and the agency are working together on a scope; they define it, and then it gets handed off to a team on both sides to actually execute it. And often times they don’t take the time to revisit and say, “Okay, let’s go over the scope from the very beginning and make sure we both have the same expectations of what we’re going to be doing over the next whatever period of time.”
And then having a process in place where you check back in on that scope every month, every quarter, to make sure you’re still on target and/or change it if it’s not working. But if you don’t start with that foundation of making sure that you both understand the scope, you both understand the timeline that you’ve kind of laid out and agreed upon to get to where you need to go, you both have clear expectations on how you communicate with each other and what you cover—like, that constantly is a place where things can fall to the cracks if you don’t have a clear process for good communication, note-taking even, as simple as that, turnaround times on deliverables and the content within deliverables.
All these things are expectations that can really set a partnership off in a great way or really derail it pretty quickly. And so, when you’re in the process of talking to an agency, or if you’re already past that and you’ve hired an agency, put extra emphasis and weight on setting expectations, defining them, and revisiting them on a regular basis.
Rory Holland: I love that, and alignment is so critical. In my experience, the most successful partnerships, the alignment begins at day one. Literally, you begin to get aligned in the sales conversations. If you’re not feeling it in the first one or two calls, it’s probably not going to get there.
I think the other piece of it too that you said, I think is really important, is reviewing the statement of work. And hopefully whoever you hire is going to review the statement of work with you, and not just words on a piece of paper, but: what is the process? What is the timeline? What are the check-in schedules? How are we going to communicate? What does reporting look like? What happens if the strategy doesn’t work that we developed, and how do we move through those challenges? So just like any relationship, how do you deal with challenges as they arise? And if you address that early…
Jack Macy: Yeah, it’s a good point. And it makes me think of this notion that, you know, maybe it comes from counseling or some other realm, where essentially there’s always going to be challenges. There’s always going to be road bumps in the road. And you’re more likely, in a better position to manage those and move through them successfully if you have a foundation of a really solid relationship with your partner.
And that begins with setting those expectations clearly, moving along on the same path together. And really, this collaboration isn’t just a word that we throw around a lot; there’s this process and this alignment and this understanding that has to be there to make collaboration a thing.
And so, that’s the foundation for that trust, that respect, because if you know there’s a good process in place and the expectations are aligned, you can make pivots when you need to. If something’s not working, you both understand and you both work together to try to find a new direction.
Rory Holland: Well, it’s really hard work, both sides, right? Building a company for business owners and then for agencies too. If it was easy, everybody would do it and we’d all be incredibly successful. It’s really hard. So it goes back to what we’ve been talking about again, as this kind of stacks on each other, is that rapport and alignment is so critical and the value alignment is so critical. If those things aren’t there, it’s likely not going to succeed, so you need to address them up front.
Building for Long and Short-Term Strategic Goals
Rory Holland: Another thing I want to ask you about is back to kind of the notion of speed. And we all want immediate results, and I understand that. I want to grow our agency and our clients want to grow really fast, but we know that a significant percentage of the market is not in market for what businesses have to offer. On the B2B side it’s 95%, so there’s 5% in market at any given time. And on the B2C side it’s about 85%, so about 15% in market. And so if you’re only running like performance marketing advertising, let’s say, you’re only reaching a fraction of the market and so you’re missing a huge opportunity. So I’m just curious kind of what your thoughts are on this when we think of the long game versus the short game and like that, when hiring an agency.
Jack Macy: Yeah, I mean, obviously different companies are going to be in different situations. If you’re a well-established company and you’re trying to pivot or you’re launching a new product or you just need to modernize and improve, I think it’s a little bit easier for them to focus on the long game. When you’re working with a startup, the short term definitely has much more significant implications for additional funding, proof of concept.
But ultimately, no one wants to just be a six-month company, right? Like you want to really balance it out with that much bigger opportunity. If you think about a pie chart and you were given two options and one said, “Well, do you want the money that’s in the 15% of the pie chart, or do you want the money that’s in the 85% of the pie chart?” Well, most people are going to choose the 85%, even if there are other conditions related.
And I think that’s what we’re talking about here is performance marketing, for example, short-term kind of focused ROI-driven efforts are really only focused on that 5 to 15% of the pie. And you’re essentially ignoring a huge portion of your audience and the opportunity there.
And so this is where that long-term thinking comes into play. And it’s supported by data that brand marketing—so marketing that’s not immediately focused on conversion, but is focused on building memories of your brand, memories of your products and services that people can then easily recall later—the data supports that that is much more effective at lead generation and demand generation than short-term performance marketing that’s really focused on converting it.
And so you can really expand and think about the whole pie as your long-term strategy that has a balance of short-term immediate conversion, but this long-term building this demand for a great brand, so that you’re sustaining your growth over time. Because if you’re just doing advertising and something happens—maybe the platform you relied on to get good leads suddenly changes the way they deliver it—all of a sudden your pipeline is completely stopped and you don’t have any brand organic generation coming from the market. So it is really a critical balance.
Rory Holland: Yeah, what I hear you saying is you want a partner that—be looking for a partner that has both short and long-term point of view and has an actual approach and philosophy to it.
Because I hear that too, Jack, a lot, where business leaders are under the gun to generate results, so they’re thinking about advertising, for example. Then you bring up SEO or organic or inbound, they’re like, “Oh, I don’t have time for that.” Well, you and I both know the best time to plant a tree was 20 years ago, or today. So you gotta get in the game.
There’s a Massive Gap Between a Consultative Partner and Basic Vendor
Rory Holland: So one other thing I want to ask about is something that I try to sniff out with companies that talk to us: we’re not interested at CSTMR of being a vendor. We are a strategic partner. That means we show up at the executive level trying to add value at every turn and provide real value every day, providing our point of view and our perspective to help our clients succeed. Some prospects I talk to in business leaders are looking for a vendor. What are your thoughts on the differences between those two and how that impacts a relationship?
Jack Macy: Yeah, I mean I think you said it well. There’s this experience gap, I think, that gets reflected in how you perceive your partner. So somebody you perceive as an expert and you value their consultation, their advice, their direction and leadership, and that you can collaborate with and have a good relationship with, is going to get you further than somebody who is just more of an order taker. “I’m throwing this over the fence to you, complete it, get it back to me by X date.” You’re only leveraging a small portion of what that group might be able to provide you.
And so when you’re looking at partners, you want somebody who shares their expertise with you, who helps guide and consult you on the best path forward, because you know your business really well, you know your industry, and your partner ideally knows the specialty that they provide, and that’s how you share that expertise. They learn about your business, you learn about how best to reach your goals, and that’s the ideal: is a partner that’s more consultative. They listen, they understand your business, and they make recommendations based on that.
And somebody who is willing to say no: “I don’t think that’s the right path forward.” Too often we have, you know, if you fall into the kind of the niche of being an order taker or a vendor, you don’t rarely hear those types of groups and agencies saying, “No, let’s try a different direction,” or challenging you on your belief of where you think things should go, or even just providing the expertise that you don’t have.
So really looking for a partner that isn’t comfortable being just an order taker and one that allows you to leverage their expertise to advise you is super critical. And you can often get a first sense of this in the first one or two calls with them pretty clearly: what type of relationship is this going to be? Is it going to just be me telling you what to do and you taking down the details and then giving something back to me, or are we going to have a conversation that gets deeper, more thoughtful, and more fine-tuned to really hit our goals? And to me, that’s going to feel like you’re far more invested in my success if I’m hiring you as an agency.
Final Recap
Rory Holland: Yeah, and there’s definitely places for production agencies and that sort of thing—not shining light on that—just saying I really encourage folks I talk to, business leaders I talk to, to make that decision early: what are you looking for? What do you need? What are you looking for?
So we talked about connection, we talked about credentials, we talked about collaboration—all really important things. There’s a lot more in the guide. Jack, this has been awesome, super fun talking to you. I really enjoyed the process of writing all this down and putting it into the guide.
Jack Macy: Yeah, for sure. It’s a good yin and yang guide we’ve put together from us and from our experiences, and hopefully for financial organizations, other organizations, and agencies on the other side, to really figure out how to create these partnerships that help people meet their desires, their goals, and get them where they need to go and where they want to go.
Rory Holland: Yeah, that was the heart behind this. It wasn’t an easy exercise. It’s multiple pages. So ⁓ it took us some time to sit down and do it. I’m so glad we did. I think the heart behind it was really to help people, ⁓ whether it’s folks looking for an agency or agencies themselves. And we’re seeing a lot of agencies download it. And I hope they use it. ⁓ And I hope it impacts them in a positive way. So for the listeners out there, you can download the guide for free on our website, CSTMR.com. I really appreciate you guys listening.
Closing Remarks
Rory Holland: I hope you’ve enjoyed the show and learning some of these tips and insights that Jack and I shared today. If you did enjoy it, please take a moment to subscribe and leave us a review. And you can also listen to all of our podcast episodes on our website.
Thank you for listening to Mighty Finsights. You’ll find all of our episodes on our website, CSTMR.com.
