773: The Challenges of Increasing Recurring Revenue in a B2B Business w/ Peter Dobler

ABOUT THIS EPISODE

In this episode we talk to Peter Dobler, Founder & CEO at Dobler Consulting.

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A relationship with the right referral partner could be a game changer for any be to be company. So what if you could reverse engineer these relationships at a moment's notice, start a podcast, invite potential referral partners to be guests on your show and grow your referral network faster than ever? Learn more. At Sweet Fish Mediacom you're listening to be tob growth, a daily podcast for B TOB leaders. We've interviewed names you've probably heard before, like Gary vanner truck and Simon Senek, but you've probably never heard from the majority of our guests. That's because the bulk of our interviews aren't with professional speakers and authors. Most of our guests are in the trenches leading sales and marketing teams. They're implementing strategy, they're experimenting with tactics, they're building the fastest growing be tob companies in the world. My name is James Carberry. I'm the founder of sweetish media, a PODCAST agency for B Tob Brands, and I'm also one of the CO hosts of this show. When we're not interviewing sales and marketing...

...leaders, you'll hear stories from behind the scenes of our own business will share the ups and downs of our journey as we attempt to take over the world. Just getting well, maybe let's get into the show. Welcome back to the B tob growth show. We Are you today with Peter Dobler, founder and CEO at Dobbler Consulting. Peter, how are you doing today? It's all how you doing, Logan? I'm doing really well. Thanks for coming on the show today, Peter, and very interesting story with Your Business and the challenges that you've overcome in building recurring revenue with your business. So excited to hear some of the lessons that you've learned in your entrepreneurial journey. But before we do that, if you could, Peter, just share with us a little bit about what you and the team at Doubler consulting her up to these days. I'm happy to thank you, Logan. Dout were consulting just had it ten year anniversary, so we're doing this for quite a some time.

Over the past ten years we went from a one man show, Aka myself, to a little bit over fifty people in the team providing database support services as a managed services in a recurring revenue structure, to think it's now close to a hundred clients. I'm not too sure that I can really keep up the come and go, but the important thing is is that we essentially established ourselves as the expert in certain database technologies. We have been lucky to partner are with some of the largest companies like sap or Cole Microsoft, where we in all three of them. We have achieved gold partner status. So we came a long way from from being just a one man show to the irreptable company now in the database and support space. Yeah, what's great to...

...hear your story of success, Peter. As we were talking a little bit offline, you mentioned you know, we're at all started. was was in the great recession, you know, being laid off and and taking hold of your entrepreneurial part of your personality. You know, you mentioned as you got started you really had to figure out how am I going to scale this up, like you've just mentioned, from from one person to to a growing, sustained company. What were some of those early things that you had to you had to recognize and had to maybe change in the way that you approach the business to set yourself up to to really build a business and scale. Yeah, that's that's that's actually a great point. So I've been kind of independent for most of my career and for the longest, pretty long part, I was in charge of some of the largest databases on the world and then,...

...as I said, the big recession happened, the all outsourcing freends he came into play. I had to make a decision. Do I want to try to land another job that that point I was pretty higher up in the management feel, so there were no management jobs, or do I go back to the roots and essentially go back to being technical and provide services? There must be some way to do that. So it actually worked against me, or get me wrong, when you're trying to build a business that essentially provide services for a specialty that you typically hire somebody, but you don't necessarily know what exactly is this person doing and how much time do I need from that person? Talking about database administrators, the typically can of the outliers in the IT world see I will never know what they're doing. And you came as a...

...hey, I can give you a service that cost you have or a third or less and you get the same service, more close to the same service. That Canada. The premise right, but if you have a recession going and you have an army of database administrators on the streets, they will do the same thing just to pay the mortgage and feed their family. All right. So so that was heart. That's actually heard to compete. Fast forward to today. There's no competition because now I'm actually grazing the big the big prairies now, because data base a ministry to leave on their own and they go to another job so I don't have to compete with them and companies are scrambling to get the services. It is great. Yeah, we came a long round. We came a long way from there, right, right, right from that that struggle in the very beginning. That was pretty tough and you know, when we were talking offline before the interview, Peter, you...

...were talking about, you know, a decision you had to make early on. You know you were facing stiff competition in trying to build a business, but at some point you started to get some business. You were running as a one day in operation and you had to make this decision of do I want to make a living or do I want to build a business? And I thought that was so telling. Tell us a little bit about you know what, what was going through your mind and what decisions you made to go the ladder around there. That that was heart and I can tell you if anybody is in the same position, you work for yourself. They have nobody else. So you you control exactly what you're doing, how you make more money. You make you work more hours. So at some point you kind of go hey, I can, I can work two contracts at the same time, can work three contracts at the same time. I'm putting in eighty hours a week. Great money. I make twice as much as I ever...

...made in my life. That's great. GOES BACK TO DO I want to make a living or build a business? If you want to make a living, you keep going with that till till you can of collapse on the exhaust and and neat and need two months off to recover. Or you say, wait a minute, if I want to build a business, I'll take half or two thirds of the work that I do and get built. Hire somebody, let this person do it. Get Free Time again. You can't. You can't build a business if you work in contract so you need to get this free time and you need to go out and get new business and then you take the business yourself till you get to the point that you're overloaded. Take a portion of that, more than half of it, hire somebody, give it to the next person. That's how you boot trap yourself out of this thing. Yeah, I love it. I love it. Peter, you were talking, you know, kind of the next stage to make sure...

...that you stayed relevant once you got some traction. You started, you know, bringing on your first higher ors, was to really stay in your niche, to stay in your lane. Tell us a little bit about how you guys did that as you as you continue to build the business you went. You have to make a decision. You have to make a decision. Do I want to be the spokesperson, the symbol, the the the face of the company, or not? And most likely the answer is yes. And if you do that, you have to be the expert you have and if you're not, you have to become the expert fairly quickly and you have to learn, and I encourage everybody WHO's trying to build a business, trying to make a name for themselves, you need to know just a little bit more than the next guy to you and the reason for that is is that if you know just a little bit more, means clients perceived is as value as that. Hey, why would I hire him? He knows he can help...

...me there, because he knows that. And the thing is is that when you do that, you essentially you have the credibility. Now nobody knows who you are right. So you mentioned as well, Peter, that you know, one of the things that has come back around and is leading to your success now, as you mentioned, you know you're having a much better respond in in a in a very favorable market for your expertise right now. was, you know, years and years ago, sharing your expertise and some folks were saying, Hey, you're giving away free consulting. But you kind of turn that on its head and tell us how that's worked to your advantage in sharing your expertise and the content you could share. That wasn't giving away free consulting, but it was leading back to business for you, you know, down the road. That's at some point they did. It may have been free consulting, but quite quite frankly, who cares? Now you have to be willing to share. Willing to share means you, if somebody asks you...

...a question. You give them an answer that makes sense to them, that moves the needle for them in one way, because if you just giving an answer and it doesn't meet doesn't doesn't help them at all anyway, then they will not come back and ask you again or they will not remember you. Hey, yeah, Peter helped me with this at one point. You need to be able to give an answer that helps somebody to do something, overcome a problem, do something in a short period of time, something meaningful. If you do that, then this person remembers you. And keep in mind I'm talking in a technical context, so these are all technical people. If we do this with taking people, at some point in their career they may decide, hey, it's time for me to become a manager. They start moving up the corporate ladder and at some point they become decisionmakers somewhere. They will remember you, and that happens to me. One thing I learned in...

...my business. We are not hunters, we are farmers. I am constantly seating. I'm seating and put and putting seats everywhere. I don't know how long it takes for these seats to grow up, but you have to constantly see it and then it becomes a compound effect. Ten years down there around we are now in a position where we are harvesting more than we see it at the moment. That's where you want to be. Yeah, I love that, Peter. Well, I love to hear a great entrepreneurial journey. You know, been seeing a little bit on your growth at dog work consulting. So great to hear more of the back story and some of the things that you've been learning over the years and the things that have led to your success. And and I love that analogy of you know, how you guys have been planning seeds and now reaping the benefits, you know, years later. Peter, if anyone listening to this would like to reach out to you ask any follow up questions on your journey, stay connected with you in any...

...way, what's the best way for them to go about doing that? The couple of things. Look me up on Linkedin. Peter Dobler. That up many of our stair thought consulting. Go to Doubler consultingcom or send me an email at p Dobbler pe, like the first name at the daughter last name at Dobbler l Secom. Perfect. Well, Peter, thanks again. For being on the show. This was a great conversation. Yeah, thank you for having me. It was great. There are lots of ways to build a community and we've chosen to build the BEDB growth community through this podcast. But because of the way podcasts work, it's really hard to engage with our listeners and without engagement it's tough to build a great community. So here's what we've decided to do. We're organizing small dinners across the country with our listeners and guests. No sales pitches, no agenda, just great conversations with likeminded...

...people. Will Talk Business, will talk family, will talk goals and dreams, will build friendships. So if you'd like to be a part of a BB growth dinner in a sitting near you, go to be to be growth dinnerscom. That's be toob growth dinnerscom. Thank you so much for listening. Until next time,.

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