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Grow, Scale, and Innovate Your Business with Start-Up Leader Patrick Bryant Ep. 92
Episode 9225th October 2022 • Fascinating Entrepreneurs • Natasha Miller
00:00:00 00:25:57

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Patrick Bryant is serial entrepreneur, professional speaker, and co-founder and CEO of Charleston-based software product agency CODE/+/TRUST. After co-founding his first company Go To Team, the largest staff video crew provider in the U.S., and taking it to 20 offices around the US 25 years ago, his bio is then a steady stream of starting new businesses in media, rolling papers, and software. 

As a serial entrepreneur, he continues to start and invest in new startups including, Teamphoria (human resource engagement software), Event.Gives (fundraising event software), Crew Mama (crew production directory software) & Shine Rolling Papers. All told, Patrick has successfully launched 6 (& counting) multi-million dollar companies.

Bryant feels strongly about making the world a better place through the impact of entrepreneurship. He serves as the co-Director of Startup Grind DC, is a Trustee of Trident Tech, works on the SC Department of Workforce & Employment Workforce Review Committee, founded and currently chairs the Harbor Entrepreneur Center, and was previously Chairman of Palmetto Goodwill as well as the Charleston Metro Chamber of Commerce. He’s also recognized as a Liberty Fellow by Wofford College and the Aspen Institute, as a Riley Fellow by Furman University, and is a member of the Aspen Global Leadership Network. Bryant is also an Entrepreneur Organization Certified Speaker.

The keys to his entrepreneurial success are now the founding principles taught to start-up founders in the Harbor Accelerator, a 14-week program offered to 16 companies a year in Charleston, SC. Each company selected receives free space, mentorship, access to investors, and free services like marketing, legal, and accounting.

The same principles used at the Harbor Accelerator are now also the primary focus of his professional speaking engagements. Concentrated on innovation, scalability, and execution, Patrick has created a 3-part framework that entrepreneurs at fast growing companies can use to craft products and services that are made for growth. In addition, through the study of hundreds of business models, Bryant created the Business Growth Score, which is designed to analyze the perfect business idea.

Patrick currently splits his time between homes in Isle of Palms, SC and Washington, DC. When he’s not leading his business or mentoring other entrepreneurs to success, Bryant enjoys traveling, flying his drone, and spending time with his sons Pate and Jack.

To learn more, visit codeandtrust.com/patrick

Where to find Patrick Bryant

Website: codeandtrust.com

SPONSOR

This episode is sponsored by Entire Productions- Creating events (both in-person and virtual) that don't suck! and Entire Productions Marketing- carefully curated premium gifting and branded promo items. 

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Transcripts

Patrick Bryant:

Do you have experience in the industry?

Patrick Bryant:

Do you have network in the industry?

Patrick Bryant:

Do you have an understanding of how the mechanics and

Patrick Bryant:

economics of that industry work?

Patrick Bryant:

And if the answer is yes, those are the early metrics that now

Patrick Bryant:

I'm going, Okay, is there revenue?

Patrick Bryant:

Is there innovation?

Patrick Bryant:

Is there scale?

Patrick Bryant:

Those are the things we can bring to the table that you might not have you.

Natasha Miller:

Welcome to FASCINATING ENTREPRENEURS.

Natasha Miller:

How do people end up becoming an entrepreneur?

Natasha Miller:

How do they scale and grow their businesses?

Natasha Miller:

How do they plan for profit?

Natasha Miller:

Are they in it for life or are they building to exit?

Natasha Miller:

These and a myriad of other topics will be discussed to pull back the

Natasha Miller:

veil on the wizardry of successful and FASCINATING ENTREPRENEURS.

Natasha Miller:

My book, RELENTLESS is now available everywhere.

Natasha Miller:

Books can be bought online, including Amazon and BarnesAndNoble.com.

Natasha Miller:

Try your local indie bookstore too, and if they don't have it, they can order it.

Natasha Miller:

Just ask them, the reviews are streaming in, and I'm so thankful

Natasha Miller:

for the positive feedback as well as hearing from people that my

Natasha Miller:

memoir has impacted them positively.

Natasha Miller:

It is not enough to be resilient.

Natasha Miller:

You have to be relentless.

Natasha Miller:

You can go to TheRelentlessBook.com for more information.

Natasha Miller:

Thank you so much.

Natasha Miller:

Patrick Bryant is a serial entrepreneur, professional speaker, and co-founder

Natasha Miller:

and CEO of Charleston based software, product agency CODE/+/TRUST.

Natasha Miller:

After co-founding his first company go-to team, the largest staff, video

Natasha Miller:

crew provider in the US and taking it to 20 offices around the US 25 years ago.

Natasha Miller:

His bio is a steady stream of starting new businesses in media rolling papers.

Natasha Miller:

And software.

Natasha Miller:

Now let's get right into it.

Patrick Bryant:

CODE/+/TRUST is a software development firm

Patrick Bryant:

designed by and for entrepreneurs.

Patrick Bryant:

My two partners and I have all had software companies that we grew in a

Patrick Bryant:

really big ways and then turned focus to helping other people grow their

Patrick Bryant:

companies through the use of software.

Patrick Bryant:

So about 50% of our clients are software tech companies, and the other 50% are

Patrick Bryant:

more traditional companies that are using software in some sort of unique way.

Patrick Bryant:

But we focus on startup software.

Patrick Bryant:

So almost always it's a new idea.

Patrick Bryant:

It's a, we like to say you're building a house that doesn't have blueprints yet.

Patrick Bryant:

So we've gotta start at the beginning and figure out who the customer is and then

Patrick Bryant:

iterate and really help the client grow through their business model, competitive

Patrick Bryant:

analysis, good UI, all those things.

Natasha Miller:

GoodUI.

Natasha Miller:

That's, I mean, I love GoodUI.

Natasha Miller:

I'm such a design freak.

Natasha Miller:

That kind of leads me to a question that I had when I was researching you.

Natasha Miller:

I really liked the way that your business name CODE/+/TRUST.

Patrick Bryant:

Yes.

Natasha Miller:

But I didn't know how to say it.

Natasha Miller:

And then of course,

Patrick Bryant:

You did that a lot.

Natasha Miller:

I looked it up further, so it looks cool, but

Natasha Miller:

not easy to translate verbally.

Natasha Miller:

I mean, first of all, that's just me making a statement, but the

Natasha Miller:

question I really have is what's the trust part of Code and Trust?

Patrick Bryant:

What, what a great question.

Natasha Miller:

I have with that in your world.

Patrick Bryant:

Well, as you see the logo behind me, the slash plus

Patrick Bryant:

slash is basically an amper sand.

Patrick Bryant:

So to us that is and it's CODE/+/TRUST, and the reason we named it Code and

Patrick Bryant:

Trust is because we passionately believe that's what we're selling.

Patrick Bryant:

We're selling code, but we're also selling trust, and the trust is

Patrick Bryant:

probably the more important piece of it.

Patrick Bryant:

Our team is there to help the business owner come forward with their idea.

Patrick Bryant:

And build the piece of software that they want, and trust is an important piece

Patrick Bryant:

of them being involved in our process.

Patrick Bryant:

We're very opinionated at Code and Trust.

Patrick Bryant:

We have real thoughts on what we think will work and what we know

Patrick Bryant:

has worked in the past and the core competencies of our team.

Patrick Bryant:

And so we bring a lot of opinions to every project, and those opinions are

Patrick Bryant:

only valued, if there's trust involved, then people understand that we're gonna

Patrick Bryant:

take care of 'em, and we're gonna be part of that team as well and look

Patrick Bryant:

out for their best interests first.

Natasha Miller:

I'm wondering why you felt you needed to put the word trust in there.

Natasha Miller:

Is it really a differentiator?

Natasha Miller:

Are there companies that are in your space that are not trustworthy in general?

Patrick Bryant:

No.

Natasha Miller:

It's a world that I'm not familiar with.

Patrick Bryant:

Well, I wouldn't put so much on our competitors, per se.

Patrick Bryant:

They're not trustworthy.

Patrick Bryant:

I don't wanna say that.

Patrick Bryant:

But what I will say is that, especially in a lot of cases where you're outsourcing

Patrick Bryant:

or you're with a big company, it's not that they're not trustworthy.

Patrick Bryant:

They just might be neglectful, right?

Patrick Bryant:

They're not paying attention to the absolute needs of the business owner,

Patrick Bryant:

and as an extension to that, the employees or clients that business

Patrick Bryant:

owner is here to serve, right?

Patrick Bryant:

At the end of the day, I'm a eight time entrepreneur with a lot of successes,

Patrick Bryant:

and I know that the key to any business is not the people running the business.

Patrick Bryant:

It is their relationship with the people that are gonna

Patrick Bryant:

purchase those good services.

Patrick Bryant:

And when you combine those things together, a lot of times

Patrick Bryant:

as an investor you say, "Oh, well, I'm betting on the team."

Patrick Bryant:

Well I agree.

Patrick Bryant:

But that team needs relationships and expertise in a particular

Patrick Bryant:

area, and that's what makes them run fast and be successful.

Patrick Bryant:

And that's what I bet on as an entrepreneur.

Patrick Bryant:

So to me, trust means that we are a team that is gonna really

Patrick Bryant:

listen to the owners needs.

Patrick Bryant:

And the needs of their clients that they're there to serve ultimately

Patrick Bryant:

and pay attention to the piece of software that they need, not just

Patrick Bryant:

what they're asking to be built.

Natasha Miller:

So you've invested in startups and launched six and

Natasha Miller:

counting multimillion dollar companies.

Natasha Miller:

What level of day to day work are you doing in all of these endeavors?

Patrick Bryant:

I get that question a lot because people say, "Oh, Patrick,

Patrick Bryant:

you're running all these companies.

Patrick Bryant:

You've invested in all these things.

Patrick Bryant:

How do you do it?"

Patrick Bryant:

And my answer is joyfully.

Patrick Bryant:

I am so incredibly happy to be involved in the businesses that I'm in.

Patrick Bryant:

The long answer is I have some tremendous business partners who

Patrick Bryant:

really take on the blunt of the exercise that we're working on.

Patrick Bryant:

I think, startups is movie scripts where there's some in pre-production.

Patrick Bryant:

We're talking about a business, maybe an idea.

Patrick Bryant:

We're working on some funding, we're kind of playing with it.

Patrick Bryant:

And then we have businesses that are in production, and I can only be

Patrick Bryant:

on set for one business at a time.

Patrick Bryant:

So I'm very focused on one business in that particular moment that's

Patrick Bryant:

what I'm paying attention to.

Patrick Bryant:

And then once we get that to a place that it has scale, it has a strategic

Patrick Bryant:

vision, it understands what it is and who it serves, then I'm no longer need it.

Patrick Bryant:

And I think of it as switching into my post production, which is all right.

Patrick Bryant:

We gotta have a team that's paying attention.

Patrick Bryant:

They gotta be growing it.

Patrick Bryant:

They gotta be following through on the five year strategic plan.

Patrick Bryant:

But I don't have to be there for that because my unique skill is when

Patrick Bryant:

we're at zero and we're crafting a new piece of software, a new

Patrick Bryant:

business, a new idea, that's where I really thrive and have a lot of fun.

Patrick Bryant:

So about 20 employees is the place that I exit companies that I've been involved in,

Patrick Bryant:

and if we can scale 'em to 20 employees within two, two and a half years, that's

Patrick Bryant:

my ultimate goal for every business.

Patrick Bryant:

Then I'm happy to exit.

Patrick Bryant:

And if after two and a half, three years we haven't scaled it to 20

Patrick Bryant:

employees, time for me to exit.

Patrick Bryant:

Either way, we have run this horse as far as Patrick Bryant.

Patrick Bryant:

Gonna run it and we need to transition it to somebody else

Patrick Bryant:

that has the next set of skills.

Patrick Bryant:

Okay, so that just opened up so many questions.

Natasha Miller:

One question is, are you mostly a visionary and a

Natasha Miller:

strategist for these businesses and not a technician or an operator?

Patrick Bryant:

I end up being a little of both in the sense that I definitely think

Patrick Bryant:

of myself as an innovator, strategic.

Patrick Bryant:

Let's paint the picture and then let other people really run with the details.

Patrick Bryant:

Having said that, I am really skilled at some of the early

Patrick Bryant:

stage customer development.

Patrick Bryant:

Skills that can power a company into scale.

Patrick Bryant:

And so when we talk about mass communications, which is, I'm originally

Patrick Bryant:

a broadcast major from 30 years ago, so when it comes to mass communications,

Patrick Bryant:

social media, broadcast messaging, listening to a customer, forming

Patrick Bryant:

relationships, creating partner channels, those customer development pieces, Are

Patrick Bryant:

really my skillset as a technician.

Patrick Bryant:

And so that's, to answer your question, that's exactly what I try to do.

Patrick Bryant:

I try to go in as a technician and work through the problems creating scale.

Patrick Bryant:

And once we create scale, my pieces are done and we can bring somebody else in

Patrick Bryant:

who is better equipped to really grow it into that next level of 200 employees.

Patrick Bryant:

And that's the goal.

Natasha Miller:

So I'm assuming your metric of 20 employees includes

Natasha Miller:

other things because depending on the business, 20 employees means

Natasha Miller:

one thing and one set of profit.

Natasha Miller:

And for a different business, 20 employees means a completely different thing.

Natasha Miller:

So is that just a general.

Natasha Miller:

Mark of,

Patrick Bryant:

It's a general mark for sure, and I will caveat that to say it's

Patrick Bryant:

a marker for me because in my life, the businesses that I've been involved in,

Patrick Bryant:

somewhere between 0 and 10 employees, I am having the time of my life.

Patrick Bryant:

I just enjoy it.

Patrick Bryant:

When we're at zero, it hurts.

Patrick Bryant:

It's never an easy process.

Patrick Bryant:

There's a lot to figure out, and there's naing of teeth somewhere between 0 and 10.

Patrick Bryant:

You hit a stride that you're like, Oh man, we got this.

Patrick Bryant:

We're figuring it out.

Patrick Bryant:

We're hiring people.

Patrick Bryant:

We're creating roles.

Patrick Bryant:

We're building a strategic vision.

Patrick Bryant:

Things are really beginning to grow here, and this is a lot of fun for

Patrick Bryant:

me personally, and then somewhere after 10, and I can't say where

Patrick Bryant:

it is, but it's a definite marker and I can feel it when it happens.

Patrick Bryant:

A thing happens that employees start to ask off work and they

Patrick Bryant:

start to be disgruntled perhaps.

Patrick Bryant:

Because this isn't the right fit for them in life.

Patrick Bryant:

And they start questioning the company in ways that large corporations are

Patrick Bryant:

expecting employees to question.

Patrick Bryant:

But young little startup guys, they can't deal with that sort of pressure.

Patrick Bryant:

They want employee handbooks and specific rules.

Patrick Bryant:

And as those things happen, I begin to signal, Oh, I don't

Patrick Bryant:

like this quite as much.

Patrick Bryant:

It might be time for there to be an HR manager and a

Patrick Bryant:

CEO and or a general manager.

Patrick Bryant:

It might be time for someone else to come be the person that those people

Patrick Bryant:

want to talk to about those issues.

Patrick Bryant:

If you don't like,

Natasha Miller:

It's the spark of excitement, not the-

Patrick Bryant:

Exactly.

Patrick Bryant:

If you start to lose that a little.

Patrick Bryant:

And I have friends, a friend of mine, ceo, publicly traded company, and he

Patrick Bryant:

loves managing people and he loves the strategic value of all of the

Patrick Bryant:

things that they're accomplishing.

Patrick Bryant:

And I do too, but I do not wanna report to a board that way.

Patrick Bryant:

I don't want to be at work at nine and leave at six.

Patrick Bryant:

I want to be able to have fluidity in my life that allows me to have more

Patrick Bryant:

autonomy and moreover work with people that enjoy working in that autonomy.

Patrick Bryant:

When you're first, you do your first five hires, they end up being

Patrick Bryant:

pretty autonomous freedom driven people, but you're people that you

Patrick Bryant:

hire when you've got 50 employees.

Patrick Bryant:

They start to feel like people that want structure.

Patrick Bryant:

Hey, don't get me wrong, I'm not saying, "Hey, this is bad."

Patrick Bryant:

I need those companies to keep growing, but I'm just not the right person

Patrick Bryant:

to be CEO of, of a firm that size.

Patrick Bryant:

I'd rather go back to zero.

Patrick Bryant:

And get back to that crushing moment.

Patrick Bryant:

That's where I find the reward.

Natasha Miller:

Yeah.

Natasha Miller:

You remind me.

Natasha Miller:

I, during the pandemic realize that I'm my very best self during

Natasha Miller:

a pretty deep challenge's where the fun and the enjoyment for me is so,

Patrick Bryant:

Oh, we're still aligned in that.

Natasha Miller:

Yeah.

Natasha Miller:

Have you ever thought that you should write a book, that you should write

Natasha Miller:

the story of your life to help other people learn from your experience?

Natasha Miller:

Please go to MemoirSherpa.com and learn how I can help you write, figure out your

Natasha Miller:

publishing path and market your story, your memoir, to a best seller status.

Patrick Bryant:

Yeah.

Natasha Miller:

You mentioned you scale innovation to grow companies.

Natasha Miller:

Tell us more.

Natasha Miller:

What does that mean to you?

Patrick Bryant:

Well, scale is the key I think that really separates growth

Patrick Bryant:

business from any other type of business.

Patrick Bryant:

And again, I wanna be clear, there is nothing wrong with a 50 year

Patrick Bryant:

old law firm that has had the same partners for 40 years and

Patrick Bryant:

has had the same employees for 20.

Patrick Bryant:

That is a great business and I applaud them and they are doing a great

Patrick Bryant:

thing for our society and economy.

Patrick Bryant:

Those aren't the kind of businesses I wanna run.

Patrick Bryant:

I wanna focus on things that are really scaling.

Patrick Bryant:

And to me the definition of scale is that we've got a service product, mostly

Patrick Bryant:

products that can be sold around the world repeatedly to the same client.

Patrick Bryant:

And if we can hit those marks in what we've built, then it can scale

Patrick Bryant:

and scale and grow right all around and we can pivot to other products.

Patrick Bryant:

And before, you know, it can be a very big company, and so if we're talking

Patrick Bryant:

about, "Oh, I wanna start a business that's a chiropractic firm in my zip

Patrick Bryant:

code", and then I may be gonna be able to go to two or three other zip

Patrick Bryant:

codes through a lot of hard work.

Patrick Bryant:

Then I'm excited for that entrepreneur, but that's not

Patrick Bryant:

a challenge that I'm seeking.

Patrick Bryant:

I'm seeking the challenges that allow us to really get products out across

Patrick Bryant:

at least the entire United States.

Patrick Bryant:

If not the entire globe.

Patrick Bryant:

And that's normally my initial marker when I'm looking at a business idea

Patrick Bryant:

is, is this something that on its face value, someone on the other

Patrick Bryant:

side of the country would buy?

Patrick Bryant:

I don't have to sell to them today.

Patrick Bryant:

I'm a very narrow, focused startup guy on who our client is.

Patrick Bryant:

But is it achievable that if I took that product to someone on the other

Patrick Bryant:

side of the country, would it resonate?

Patrick Bryant:

Would they also be a client?

Patrick Bryant:

And if the answer is yes, then we have something that we can really work with.

Patrick Bryant:

So that to me is scale.

Patrick Bryant:

And then to answer the other side of the question, innovation is something

Patrick Bryant:

in a process, in a service based business perhaps, but a lot of products

Patrick Bryant:

where we can protect it and the next person can't come along and spin up

Patrick Bryant:

what we are doing right now, right beside us and beat us up on cost.

Patrick Bryant:

And so I'm always looking through that lens to say, is

Patrick Bryant:

this something that if we go.

Patrick Bryant:

We can create some protections.

Patrick Bryant:

I call it oil slick behind us that's presenting the next person from going.

Patrick Bryant:

Wow, Patrick had a great idea to create bold rolling papers.

Patrick Bryant:

I think I'll go do it too.

Patrick Bryant:

I know you want.

Natasha Miller:

Is it with trademarks,

Patrick Bryant:

trademarks,

Natasha Miller:

trademarks, and patents.

Natasha Miller:

Is that what you're using to protect.

Natasha Miller:

Your IP?

Patrick Bryant:

Well, I mean, I think, yes, of course, trademarks,

Patrick Bryant:

patents, really good ways to create oil slick through IPA.

Patrick Bryant:

On the other hand, there are plenty of other ways through trade secrets,

Patrick Bryant:

proprietary process, brand building around creating loyalty to a particular product.

Patrick Bryant:

So there are other ways to create that innovation.

Patrick Bryant:

That aren't just locked up in a patent, in a trademark, and so sometimes they have

Patrick Bryant:

really good, valuable places, but the key is to create something different, to find

Patrick Bryant:

something that the marketplace needs.

Patrick Bryant:

That only you or very few other people are offering that particular thing so that we

Patrick Bryant:

really got a little room to go figure it out before they come attack us on price.

Natasha Miller:

Are there any metrics attached to businesses that you're looking

Natasha Miller:

at investing in that are above and beyond the scalability and the innovation?

Patrick Bryant:

I normally get in so early?

Patrick Bryant:

That we don't have all that figured out.

Patrick Bryant:

So normally when someone pitches me something I can get very quickly to,

Patrick Bryant:

"Well, what do we think the scale of that could be in the future?"

Patrick Bryant:

Doesn't have to be there today, of course.

Patrick Bryant:

And what do we think we could do it?

Patrick Bryant:

Iterating around to find some innovation.

Patrick Bryant:

And as I have those dialogues, I might already see things that the other person

Patrick Bryant:

that's running that business doesn't see.

Natasha Miller:

Do they not need to have revenue yet?

Patrick Bryant:

Yep, definitely.

Patrick Bryant:

Yeah, I'm totally fine with no revenue.

Patrick Bryant:

I think that's a good time to get in.

Patrick Bryant:

If I feel like the team is strong and the idea is strong and that we can

Patrick Bryant:

find innovation, find scalability, we they don't have to be there right then.

Patrick Bryant:

That's right there.

Patrick Bryant:

Revenue is the same thing, right?

Patrick Bryant:

We don't have to have revenue yet.

Patrick Bryant:

It could certainly prove some things.

Patrick Bryant:

But it's not a requirement.

Patrick Bryant:

We can always find revenue.

Patrick Bryant:

We can find innovation, we can find scale.

Patrick Bryant:

What we can't find, going back to the most important thing

Patrick Bryant:

is we can't find team, right?

Patrick Bryant:

Building team is very, very difficult.

Patrick Bryant:

And when you meet the right person and you go, "Oh, you're a subject matter

Patrick Bryant:

expert and landscape design, and you've been doing it for 20 years and you've

Patrick Bryant:

got an idea for a piece of software."

Patrick Bryant:

But as we look to that person that is an expert and they have that ability

Patrick Bryant:

to talk to future clients, they have an ability to understand the

Patrick Bryant:

market that they're gonna move in.

Patrick Bryant:

Any of those things allow us to see that there is a lot of potential here.

Patrick Bryant:

And so that's normally the biggest marker that I'm looking for is, okay,

Patrick Bryant:

you wanna develop something in a particular industry, that's great.

Patrick Bryant:

Do you have experience in the industry?

Patrick Bryant:

Do you have network in the industry?

Patrick Bryant:

Do you have an understanding of how the mechanics and economics of that

Patrick Bryant:

industry work?, And if the answer is yes, those are the early metrics that

Patrick Bryant:

now I'm going, "Okay, is there revenue?"

Patrick Bryant:

"Is there innovation?"

Patrick Bryant:

"Is there scale?"

Patrick Bryant:

Those are the things we can bring to the table that you might not have yet.

Natasha Miller:

And how are you sourcing and qualifying these potential investors?

Natasha Miller:

Are they finding you?

Natasha Miller:

Are you finding them?

Patrick Bryant:

For us, there's a couple of plays.

Patrick Bryant:

The first of which is we, here at CODE/+/TRUST.

Patrick Bryant:

End up talking to a lot of entrepreneurs that are building software, and so

Patrick Bryant:

we will help them build that software and along the way, put ourselves

Patrick Bryant:

in a position that we can invest and help them move forward with.

Patrick Bryant:

These concepts that I've talked about, and that's our goal in

Patrick Bryant:

meeting those entrepreneurs.

Patrick Bryant:

Sometimes it's a big corporation and we're not gonna take any equity.

Patrick Bryant:

We're just developing software for hire.

Patrick Bryant:

On the other hand, it might be that we develop version one and two, and then when

Patrick Bryant:

revenue gets there, we jump in and say, "Hey, let us develop version three, and

Patrick Bryant:

we're gonna take some equity in exchange.

Patrick Bryant:

And everybody's happy for that arrangement.

Patrick Bryant:

So we don't force ourselves into an equity position with our

Patrick Bryant:

clients, but we do often offer it.

Patrick Bryant:

And so-

Natasha Miller:

It's a great business model.

Natasha Miller:

You're attracting potential clients that are going to pay you for the service,

Natasha Miller:

and then you're gonna get in there and ask for equity if it's the right fit.

Natasha Miller:

So you kind of have your own machine.

Natasha Miller:

Churning these out.

Natasha Miller:

I love it.

Natasha Miller:

So your first business, did you have an exit in mind when you started that?

Patrick Bryant:

I did not.

Patrick Bryant:

That was 25 years ago.

Patrick Bryant:

In October of this year, we'll celebrate our 25th anniversary.

Patrick Bryant:

And when I started that business I was a journalist.

Patrick Bryant:

I understand journalism, and I formed a business with my business partner.

Patrick Bryant:

Who's my boss at our television station, Dwayne Scott, who I love deeply, and the

Patrick Bryant:

two of us were two guys in a truck and an SBA loan for a hundred thousand dollars.

Patrick Bryant:

We were starting a business because we knew it would be fun

Patrick Bryant:

and intriguing and put us in the rooms and covering the stories that

Patrick Bryant:

we thought would be a lot of fun.

Patrick Bryant:

And so that was really our passion and our reason for doing it.

Patrick Bryant:

And once we got going, About maybe two years in, we really said, "Oh

Patrick Bryant:

wait, like we could grow this.

Patrick Bryant:

We could scale it".

Patrick Bryant:

And really do something larger here.

Patrick Bryant:

And it didn't take until 10 years in for us to write a strategic plan with the

Patrick Bryant:

imagination and the vision to have video crews around the entire United States.

Patrick Bryant:

Now, today we're 25 years in, we got 16 offices around the United States.

Patrick Bryant:

We're one of the largest producers of television in the United States.

Patrick Bryant:

That's not a network, and in doing so, we've created a ton of systems

Patrick Bryant:

and innovations and abilities to grow and scale a service based business.

Patrick Bryant:

But we didn't know any of that when we started out.

Patrick Bryant:

We were just two guys trying to start.

Natasha Miller:

So, do you still own that business or did you add?

Patrick Bryant:

I did.

Patrick Bryant:

I'm the majority shareholder.

Natasha Miller:

Okay.

Patrick Bryant:

And to the point I made earlier.

Patrick Bryant:

I left that company in 2013 and handed the reins over to our current CEO who

Patrick Bryant:

has grown the company tenfold since I handed it over to him and just a true,

Patrick Bryant:

fantastic entrepreneur named Sean Moffitt.

Patrick Bryant:

Sean took it in 2013 when it had maybe 15 employees, and he

Patrick Bryant:

has now run it, including full time equivalents that are 10 99.

Patrick Bryant:

I think were up to 150 employees in that business, so about 50 employees

Patrick Bryant:

that manage television above the line.

Patrick Bryant:

And another hundred that create and shoot television for our brands.

Patrick Bryant:

So it has grown significantly.

Patrick Bryant:

But I put a lot of that in.

Patrick Bryant:

My business partner, Sean Moffitt, who really grew it

Patrick Bryant:

after I got it to its infancy.

Natasha Miller:

You have a lot of success.

Natasha Miller:

I know for sure you have challenges.

Natasha Miller:

We don't have enough time to talk about those, but I want know what your number

Natasha Miller:

one strategy for growing CODE/+/TRUST is.

Patrick Bryant:

The number one strategy by far is to communicate in a must calm way.

Patrick Bryant:

To help entrepreneurs grow their businesses.

Patrick Bryant:

We like to say at CODE/+/TRUST that we're like a preschool teacher.

Patrick Bryant:

She wants your kids to be successful.

Patrick Bryant:

She wants her kids to be successful.

Patrick Bryant:

She just wants everyone to be successful.

Patrick Bryant:

And that's how we feel about CODE/+/TRUST, is we give away a lot of

Patrick Bryant:

information online through social media.

Patrick Bryant:

I speak at conferences.

Patrick Bryant:

I'll happily have a dialogue with anyone that's listening about whatever

Patrick Bryant:

business they're thinking about starting or where they are in their business.

Patrick Bryant:

Because we truly want people to be successful.

Patrick Bryant:

My favorite saying that I coined was The best way to make money is to

Patrick Bryant:

make someone else a lot more money.

Patrick Bryant:

And we really do have a heart for helping people create.

Patrick Bryant:

A really interesting enterprise, and that's how we've been successful.

Patrick Bryant:

That's how we've been able to grow because our clients tell other clients, "Man,

Patrick Bryant:

these guys, they get down in the trends with you and they really do help you.

Patrick Bryant:

They're not just gonna listen to what order you give them to develop software.

Patrick Bryant:

They're gonna push back and go, 'Hey, wait, don't spend money on that.

Patrick Bryant:

You need to do this other thing, or test it first.' Or

Patrick Bryant:

maybe we need to learn more."

Patrick Bryant:

So that's our mission to success is just help other people

Patrick Bryant:

get to where they need to.

Natasha Miller:

For more information, go to the show notes where

Natasha Miller:

you're listening to this podcast.

Natasha Miller:

Wanna know more about me, go to my website OfficialNatashaMiller.com.

Natasha Miller:

Thank you so much for listening.

Natasha Miller:

I hope you loved the show.

Natasha Miller:

If you did, please subscribe.

Natasha Miller:

Also, if you haven't done so yet, please leave a review where you're

Natasha Miller:

listening to this podcast now.

Natasha Miller:

I'm Natasha Miller and you've been listening to FASCINATING ENTREPRENEURS.

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