[00:00:00] Speaker A: Welcome to Big Ticket Pros, the podcast for agencies, coaches and high end service providers who know what it takes to thrive in competitive markets. I'm your host, Ana Gonzalez and you can find me on social media at anabotprime. Our guests share their insider tips, strategies and cautionary tales to help you close bigger deals, build stronger relationships and scale your business faster.
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[email protected] that's conversationalfunnels.com Today's guest is Arnaud Luca.
Arnaud is a hands on tech executive leader in the Boston area with deep expertise in architecture and development. He's led B2B and B2C organization to achieve up to 2x revenue growth by leveraging data gen, AI, AI, ML and cloud technologies. So Arnaud, welcome to Big Ticket Pros.
[00:01:34] Speaker B: Thank you, thank you for having me. Thank you, Anna.
[00:01:37] Speaker A: Amazing to have you. So what is one decision you made in business that everyone told you was wrong but you knew you was right?
[00:01:45] Speaker B: So I'm from a technology background, right. And I, I think there is a tendency to look at short term impact from business entrepreneurs, what we can do now and not really think to do things in a sustainable long term manner. And that's something that technologies tend to have a problem with because yes, as technology, what you want is to enable a certain level of impact now so that the business makes money and the business can survive. But I've seen a lot of businesses that I've worked with where there's too much focus on the now and not enough focus on the later. And the later actually means actually keep on improving that foundation that you create in order to keep on delivering that impact again and again and again and again. Right. And by foundation I mean having the right people, organizing them in the right way, having the right culture, process, technology, of course, operational excellence. So things are working right. You know, and I think I've seen companies again and again where even big companies where there is too much focus on now and not enough focus on what happens after. Right. Because from a technology standpoint, what that means is that you Cannot just do one thing only and not care about the other thing. Yes, you want to deliver that impact now and you want to spend time and energy delivering those initiatives that will have that business impact. But you always want to reserve some time for dealing with what technologies called peg debt, which is kind of fixing bugs, changing code as fragile, that doesn't work well, doing all these things so that you can, as the company is scaling up their business, you can keep on having that impact and you can keep on delivering those bigger and bigger initiatives that will have that business impact.
And that's a balance.
It's never perfect, it's not easy.
But usually on the business side there is not a recognition of what that means, the need for the tech to keep on maintaining and improving and doing other things. So obviously from the business aspect, what they see is really more like, you know, deliver the initiative that we want to deliver now. But there is all these things, what we call kto, keeping the lights on. You need to keep on working effectively. And I've seen a lot of, you know, especially business leaders that are not necess technical, right. Having to have to educate them because otherwise they will be very quick to say, well, why do you need to work on this? Just do that thing that I want you to do and be done kind of thing.
[00:04:51] Speaker A: So what I take from this is I like analogies and I like to play chess. So I can compare it to what you're describing is like a, like business is like a game of chess where yes, you're, you're taking care of right now, but you also need to see, okay, if I move this piece right now, this is also what could these other scenarios could happen in the future.
[00:05:15] Speaker B: Yes, and that's exactly right. Not only that, but I've seen when companies didn't do that and to your point, then it becomes much harder to recover from that once you're kind of in that hole in there. And with chess, you could lose again, right? Companies as well, you could lose again if you are not careful. And I feel like especially startups tend to want, for good reason, tend to want to favor one versus the other to an extreme.
[00:05:52] Speaker A: And also another thing that I took from what you said is that with the use of technology, but also if they don't have their basement right, technology, technology cannot solve it. Technology will altogether. All the technology will do is augment the gaps in the process that they have already.
[00:06:20] Speaker B: Ultimately, yeah, that's a concept of foundation or platform effectively, which is that you have something that you can start from another Thing related is that technology is a tool.
Right? So it's not, it's not the end, it's not the, it's not the golden hammer, it's none of that. Right. And what that means that from a business aspect, you don't want to build a company based on the tool, you want to build the company based on a business idea. Some problems that you're trying to solve for your customers or opportunity for your customers to do something better or, or more or different.
And that's what should be driving the business, is the tool is here to help. Yes, the tool is here to make it happen.
But it's not the one that's going to drive the company forward either.
[00:07:17] Speaker A: Right. So Arno, tell me some what would be a good piece of advice that you would tell the audience for their high ticket sales or for their business?
One piece of advice.
[00:07:37] Speaker B: So one advice I've had the opportunity to work with co founders and people in different companies is ethically that you want to have a strong vision.
So yes, you can have a business idea, you have strategic business ambitions, which is good, but what does it mean? What are you trying to accomplish? What's your end state? Right. Where do you want to be in a couple of years with your business? And you want to be very clear about that. And it's not like, oh, we want to grow revenue. No, that's not the thing. That's not a vision.
That's a measure of success maybe, but it's not a vision. Your vision should be how am I helping my customers in a meaningful way? What am I solving for them?
And that's your vision. And you really want to have a crisp vision, not just for yourself, so that you have this North Star to go after, but for everybody else. Your employees, your stakeholders, your investors, your customers.
So that your customers not only they are not surprised when you learn something new, but also they embrace that. And for them it's like, oh, that makes sense. Because the vision of this company is to do X perfect.
So I think, I think that vision is very important. And then from that vision you derive those strategies, you derive those objectives and key results and key projects from that. But the first and foremost, you need that vision and you need to adjust that vision. And I think I've seen too many companies where that vision is not clear, concise, fine enough. Because that vision should not be like your pages and pages, like it's a one sentence, it's a two sentence max. But it should also be very clear. It should not be generic. It should not be the best company in the world.
It should be very focused on what you are trying to achieve.
And it's harder than it seems. Right. But that's for me, that's always the first step.
[00:09:49] Speaker A: I think that's amazing advice. What do you really want?
[00:09:56] Speaker B: Purpose. What is the purpose?
[00:09:59] Speaker A: Yes, I, I, I think that's amazing advice. Thank you so much. So Arno, tell us about who you serve and how people can reach out to you.
[00:10:07] Speaker B: Sure. So I'm a CTO V of engineering in the Boston area.
I've been working for different type of companies, you know, tripazer, Wayfair, now wonderful in the E commerce travel marketplace.
And best way to reach out to me is on LinkedIn.
So if you could put my LinkedIn link, that would be fantastic. And I'm always happy to connect and expand my network. So please do that and happy to have discussions for sure.
[00:10:44] Speaker A: Awesome. So we're going to wrap from here. Thank you to our guest Arnaud Luca for joining us and sharing such valuable insights about closing high ticket sales and business. You can learn more about what he does by visiting his LinkedIn, which I will put in the show notes. If you are an agency coach, professional services provider or otherwise sell expensive stuff, we'd love to have you in a future episode of Big Ticket Pros. You can apply. You can
[email protected] and once again, if you want to stuff your calendar with qualified, motivated prospects who want what you have and what and you want to automate the entire process, download our free blueprint@conversational funnels.com. that's all for now. Just remember, be bold, stay sharp and keep grinding till you get there. See you later.
[00:11:35] Speaker B: Thank you.
