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I just need to get your first name, last name, where you're located and the name of your business.

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Josh Ramsey. I'm a fractional CMO. The name of the business is JRCMO. I travel nationally a lot

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every now and then internationally, but primarily my home base is Dallas Tech.

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Oh, okay. Okay. And so tell me about JRCMO.

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So, JRCMO, basically, I have to maybe rewind just a little bit to give a little bit of back story.

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I think it helps everyone understand what I do and how it works. So in the late 90s, I sold media.

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So I did billboards, advertising, radio, television, traditional media, because Al Gore and I had not

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sat down in the back room and created the internet is one of my really bad dad jokes. So, but, you

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know, it was truly before the internet was a thing. And this is, again, late 90s. So what I was figuring

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out in my young career, you know, over 20 years ago was the, I could sell clients really well. I

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could place them in markets. I could get eyeballs and impressions on what they had, but they would

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never retain. I kept losing them. So I identified and tried to identify why can't I keep a client.

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Maybe I'm selling the wrong product. So I went from billboards to transit, advertising, to radio,

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and nothing was really working. I ended up with an ad agency, a top 100 ad agency. I went in in 2003

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as a senior project manager. Within six months became senior project manager. And within a year

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and a half after that, I became two-tier sales and marketing. I elevated very quickly. And one of the

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points of maturation of myself and growth was I was able to identify that the critical parts of

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marketing isn't where you place it, it's what you say and the perception of your audience,

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whatever that audience is. Because now you talk about inbound marketing with someone looking for

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you. You see the pages. Now it's internet. And that inbound means they want to find you. They have a

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need. They're aware of their need and they go look for it. Outbound is traditional media.

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Traditional media is more along the lines of television, radio. It's branding to some level.

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So your structure of your message in each scenario has to be different. And then you have to

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communicate differently. What I do as a fractional CMO, I'll kind of tie what I just said in a

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fractional CMO into one ball of education for you. And in that education, I would just tell you a

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story. So I met a client that I work with. His name is Kevin. And what Kevin does is they build

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special design packaging for all sorts of companies. One of their bigger clients is Honda.

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So Honda has a facility that builds the parts and then ships it across the nation or across the

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world to locations manufacturing that they put the parts together. So you have a facility outside

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Chicago, another one outside of Dallas, and it all has to go to New York to be put together and

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manufactured. Just kind of making part of that up. But you get the idea. Well, I asked Kevin,

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I said, Kevin, how'd you get in this business? He goes, well, my dad had it. I go, okay, well,

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why did your dad start it? And he goes, well, I don't know, but blah, blah, blah, blah, blah.

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Kevin came up and he goes, hey, you know, here's the real deal. He said, ultimately why is that

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started? Was he said his dad was ordering this type of product from another company. And

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obviously, and what would happen is he ordered, let's say a thousand pieces and 950 would show up.

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Well, you're not going to sit there and count out how many did I get a thousand? I got to check,

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I got to count because it's a lot. Sometimes it was a hundred thousand. So you wouldn't count it.

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But here's what his dad realized when he would order this product, these boxes, specialty boxes.

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What he found out was he would do a thousand pieces. He ordered a thousand boxes, 950 boxes

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showed up. So he would call that manufacturer that created the boxes and go, hey, I'm 50 short.

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And they would go, no, no, you did something wrong. He's like, why are you arguing with me?

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I know I did a thousand. I need to ship a thousand. You gave me 950. How am I 50 off?

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So it became an aggravation. So through the aggravation, he became an entrepreneur,

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which is what a lot of entrepreneurs do, which he said, Hey, I see a problem. I can fix it. I'm

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going to do that job. So now you have a business that Kevin runs. Well, here's the problem. It's

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not that Kevin can just stand and say, I'm a legit company. I'm real. My dad had it. We're

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30 years in business. We're honest. We're ethical. Guess what? So is the guy next to you.

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Yes.

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So is the guy that only sent 950 and not a thousand. Right? So here's what I asked Kevin,

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Kevin, what are the three questions that someone asks you all the time? They walk through the door.

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What do they ask? Kevin thought about it and he talked and I said, Kevin, what are the three

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questions they should be asking you? Now it hits different. So we start talking about, he goes,

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he tells me that story. So I said, Kevin, what do you do to achieve and make sure that you are

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ethical? You are honest. You're giving them the thousand that they ordered. He starts telling me

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about their infrastructure and how they have sensors and products and conveyor belts and how

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they put it together and that he has barcodes on everything that moves through his warehouse.

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Okay.

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And I said, why is none of that on your website? You're sitting here speaking in platitudes in the

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same message that all of your competitors speak on, but no one's talking about the innovation of

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how you made it better, your innovative idea that's not spoken about. So when we talk about why a

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chief marketing officer can help, there's two or more levels to understand about a CMO.

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A chief marketing officer can come in and identify your unique selling position,

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but be careful when you look at chief marketing officers, because a lot of times what's being

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sold out there is that a CMO, this chief marketing officer really is only an owner of a digital

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marketing company, an ad agency. And they just want to upsell you on, hey, we'll give you more

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strategies if you pay more money. Rather than being a true CMO and saying, look, I'm not going

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to just sell you what I'm good at. I'm going to tell you what you need. That's a paradigm shift.

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Yes. So kind of gave you a whole lot there. I'm here. I'm totally here. So the chief marketing

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officer, which is what you are, you are the ones that help people that have innovative ideas,

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be able to market that so people can understand what they really have done and the difference

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between their companies and others. Yeah. Well, I mean, that's a part of it, right? Yeah.

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But then you go to where do you spend budget? How do you calculate your ROI? So again, I'll tell you

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another quick story here. Hopefully I'll try to keep it quick for you. But they're insightful.

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So one thing that I offer is a program called the high voltage training. And the high voltage

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training is I tell stories about this all the time, and then I allow Q&A. So it's kind of like

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a podcast, but it's not a podcast. It's more of a training session. So it costs $9 a month. But

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in that $9, you get two sessions where I bring up a topic and then answer questions on the topic.

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And then I go through open Q&A once a month and say, Hey, it's open Q&A. Ask me any question

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that you want. Right. And then I just start spinning whatever knowledge I have. So this other story

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I was going to tell you is a client came to me and we're looking at their marketing budget.

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And with this particular client, they're spending about $6,000 a month on direct ROI marketing. So

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direct ROI marketing is that we track and we go, what's the lifetime of a client? How long does a

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client to come in our funnel and then close? And we've been calculating that. But then we had a

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conversation as we looked at 2025, because currently we're in 2024. So we start to project

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a quarter, one quarter out from the year ahead. So as we start to set that budget, the conversation

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became, Hey, why are we just looking at our current client base? Why are we not looking at

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looking at branding marketing, the top of funnel to move them down the funnel? Because you have

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people out there that maybe they know who you are. Maybe they don't, maybe they want to know. We want

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to get more education. We want to draw them in because maybe the buying cycle isn't what we

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thought it was, which is 45 days. Yeah. Maybe it's six months, but we've never got them into the

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funnel to know why we're here, what's unique about us. So now we've dedicated the budget in this

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particular case, we've broken it apart. We now call it top of funnel and lower funnel. So our lower

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funnel budget is 6,000. That's not changed because the company's being very successful. We're doing,

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you know, over $2 million a year spending $6,000 a month because we're very accurate in what we do.

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We've honed it in over the last six to eight months to get it deadly accurate. Now I've worked

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with this client for over two years, but he, I won't go through that story, but over six months,

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specifically, we really dialed in. He brought me in at a higher capacity is ultimately what happened

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and we've dialed that in. But now we've separated another budget that we're building and we're

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identifying what are the KPIs, the key point indicators of what this fluff budget is going to

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be if you want to call it that. Top of funnel where you can't calculate it and go, okay, I know we're

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going to get this many leaves because we spent this much, but now what we're trying to do is build the

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top of the funnel so we get more at the bottom because this has not changed over the last few

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years. The bottom of the funnel continues, but we need to dive more in. So how do you grow this

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bottom of the funnel? Put more into the top. Got it. Okay. Okay. And then how did that turn out for

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the individual? What was the outcome? So right now we're setting the KPIs. So we're still early

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stages with this particular client. We have another client that is a little bit ahead of that. So

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there's a new system out that a lot of people are learning about. It's called programmatic.

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So I can touch on that here in a minute if you'd like to understand that, but it's kind of more

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of what I would consider. I get asked a lot of times, what's the new thing? Like what should we

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pay attention to? And it's programmatic. Okay. So again, we can go to programmatic advertising

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if you want me to explain that for you, but staying kind of in this realm for a minute,

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this other client is running programmatic and they're doing a lot of branding on social media,

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but they're a roofing company. The problem that we've identified with them is different than other

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companies that I work with because in roofing it's more typically lower funnel is all they talk about.

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That's all they focus on, but this company has come to me and without them realizing they've

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already built the top of funnel. Okay. Their problem is unique only because that's how they're

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structured and they've not identified what I'm able to identify. So with them, they're running

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programmatic on the top. They're running some social media on the top, but then they're really

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focused in the CEO had started that, but not really aware of what that meant, but he's really

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focused on the bottom of the funnel because he's so focused on, I need this many leads, this many

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sales every month to grow and hit my sales goal. And I get that, but what he hasn't realized is

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that the top of funnel has done him very well going through the maturation, right? Maturation is the

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maturity of a lead, a wine, whatever you want to talk about, right? As consumers, as we learn about

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a product or service, it becomes a maturation, right? So with him, he's doing really well, but

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he hasn't leveraged it well. So in marketing, I use the word leverage a lot, which is you find

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something that works, but how hard and how fast can we push it? That's the question. Because if we

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go, okay, we're spending X amount of dollars in paid ads, Google ads. Well, at what point do we

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keep putting money into it, but we get lesser returns? Right. Right. So that part of leverage

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is law of diminishing returns. Right? So that's one part, but now when we leverage programmatic,

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the programmatic and the branding is drawing leads in. And some of the leads go real fast. Boom,

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they hit. But a lot of it is making them aware. So I don't know if you ever have a jingle,

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but or if you could think one of like progressive, this isn't a jingle, I guess, but everyone knows

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progressive or you know Allstate. Yes. Yes. And these branding companies, if you think about a

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jingle, then it's like that kind of sticks in your head. Right? Yeah, definitely. When I was a kid

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living in Dallas, there was a jingle that says, the next best thing to do is downward clean. So

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that's stuck in my head. And even here I am in my 40s, that's still in my head where I'm like downward

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clean. And I remember what they do because of the jingle. That's branding, and it can live for a

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long time. But you have to control your budget of what you're doing with branding and what are your

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KPIs, because they're different than your KPIs and ROI of return on investment. And then at some

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level, you have to understand that high tide raises all shifts. So your overall brand can go up,

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your leads, your visibility, you know, and part of SEO that people often don't talk about is

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branding. It is that you're out in so many places that Google's coder, this algorithm that is a

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machine tracks your brand. So again, this is like, hopefully this is good information for you.

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It is definitely. It's really good information. Yeah, absolutely. Because I think when you point

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out a lot of things in regards to marketing and branding, and funneling and filtering your leads

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and understanding, as you mentioned before, you had a product and you didn't understand why your

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leads didn't stick. And so this is definitely answering or helping others to understand why

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they may be having the same situation going on. Now, Joshua, one thing I do is I see your passion

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in all of this. Like, you're so passionate. And as you see it, I'm intrigued. So I'm like, I see it,

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I feel the passion. What's your why? Give me the definition of what you mean by what's my way. Why

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do I do it? Why do you do this? And why are you so passionate about it? Yeah. I mean, great

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question. So when we get to what's my why, I think that part of what I tell people, I teach them to

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do of your unique selling position, right? Like, because a unique selling position, a lot of times

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has to be your narrative. So an interesting thing is people want to look this up, is there's

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something called the trauma egg. And a trauma egg is a psychological profile for yourself to draw an

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egg, and then, and then draw pictures inside that egg of your first memory at the bottom to your most

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recent memory at the top that have affected you positive or negatively, it doesn't matter, but

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they're memories that you feel like have had impact in your life to where you are today, because

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that's your narrative. That's kind of like an anthill, because an anthill, you only see so much

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above the ground and everything else in the tunnel below it is massive, right? So when you go to what's

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my why, I share that, you know, on the front end to explain my why. And part of my narrative that

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I'm very open about is what what's known as abandonment. So I lost my mom unexpectedly in

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2014, in the middle of the night died of a heart attack. That's a level of abandonment. It wasn't

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anything that she meant to do, right? What she didn't choose to, but that level of abandonment

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had such a massive impact on who I am. There was another one where I was living in a condo, a town

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home next to somebody. And I told him I said, Hey, I want to change our life. He has his side, I have

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my side, I want to change our life. But I'd like to make a match. Are you good paying, you know, 50

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bucks, and I'll put them on for him. And he was like, Yeah, no problem. I was like, All right,

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well, I'll buy them and I'll put them in. And I went and did it. And he comes back one day and goes,

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Wow, you actually did it. And I was like, What do you mean? I told you I would. Well, most people

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say one thing, but they never do it. Yeah. And those types of moments are so big in my narrative.

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Yeah, as micro as one of them was, and as massive as another one of the impact of losing your rock

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in your life, you know what I mean? Like that, that she was just that person for me. Yeah, that

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now I can tell you a story that's going to make more sense. And when I started my company in 2009,

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everyone remembers the economy. And I barely had enough money to drive to Chicago and speak at an

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event. And I told my wife, Hey, if I can't sell something, I don't know if I'm gonna have enough

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money to get back home with gas. So from Dallas to Chicago, didn't have enough money. I was worried

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about having enough money to get back home with money for gas. So I had to sleep in my car for

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half the night and then get up and go speak at a conference. I spoke at that conference, and I'm

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gonna I'm gonna do my best to not get emotional. Because sometimes when I say this story, I'm like,

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I well up and you're understanding my wife, but I did the conference and I was lucky enough to take

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a guy to dinner and finish explaining to him my why as you asked it, and what I could do for him.

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And he hired me. I then had enough money to come home and like, I was like, wow, again, I'm not

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gonna get emotional because there's a lot of like emotion within that. That builds my narrative.

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These pieces of people don't say what they're going to do. Why not? You know, losing somebody,

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that emotional abandonment, I don't want to abandon. So I want to do what I say I'm going to do.

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And I don't want to abandon somebody. And I want people that are in small businesses to have someone

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they can lean on and get real answers. Don't get sold by some media person because we all need

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marketing. Work with someone or get answers from someone that's passionate that wants to help you.

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Because what I know, to wrap that part of my why is that I met a guy, good buddy of mine. So shout

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out to John Graziano. And John Graziano, I've met him, he came into a conference in I think it was

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2010. And he sat down and listened and he was like, wow, dude, Josh, this is awesome. And he comes

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back and he says, we became friends. We didn't do any business together. But in 2015, when I really

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needed a piece of business, he didn't know that. But he showed up and said, hey, started working

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with this company. It's a window company, they do minimal frame. And they need a CMO, they need

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someone to help them open up in the North American market. It was such a godsend that I created a

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relationship, I gave him a lot of free advice. We became friends. But because of my free advice,

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my passion, my interest in helping him grow and his growth, and him being able to get to a place

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in his life that he can go, I'm at that next level. He gave me an opportunity. And with that

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opportunity, it propelled me beyond. And that's why I do my why. Because of all those reasons,

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and when you put them together, that's my narrative. That's my story. That's my why. And

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that's why I do my best to give back and put myself on podcasts to share as much information as I can.

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So people make good choices, and they grow, and they get to where they need to be and don't get

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sold what someone's good at, get sold and make decisions on what you need and what you're going

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to move to that next level. And that's that's so cool. You say that because a lot of, well,

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some people will say that they have a product for you to help you to get somewhere else. But you

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got to go through A, B, and C when really all you just need it was D. And they're just trying to

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fill you up with all of these things, having you pay so much more. So you're the difference between

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you and others would be the fact that I'm going to give you what you need in the area in which your

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business needs it. Anything else that we find out that can become a part of a discussion later.

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So I like that. And your why. And now I get it. You know what I mean? When it comes to communication

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and stories and and you designing a company and a business that tells you I'm here for you, I won't

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abandon you. I am committed to helping you figure out your business. And we're going to understand

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what that is. And then I'll release you. But then in the meantime, I'm just going to share as much as

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I possibly can. Because when you pour in or you pour out, you're guaranteed to pour in.

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Thank you for being here today. I'm really happy that you tuned in to Vision Pros Live. I'm looking

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forward to seeing your reactions as these episodes continue to move forward. This is going to get

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more and more fun. We'll have more and more engagement as well. We'll invite people to

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participate in the show. And thank you for giving us your time and attention. Have an excellent time

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building out your vision and becoming a Vision Pro yourself.