Your clients don’t need you to answer Slack messages at dinner, jump on more calls, or constantly do more than what they’re paying you for.

What they do need is to understand what’s happening, what you’re working on, and the value you’re bringing to their business.

Because sometimes great clients leave even when the work is good—not because you failed to deliver, but because they couldn’t clearly see the work, progress, or impact behind their investment.

In this episode of our five-part Life First Series, we’re breaking down five ways to create a client experience that keeps great clients around longer without overdelivering or making yourself endlessly available.

We’re talking about the systems and rhythms that help you follow through on commitments, make your work more visible, proactively communicate with clients, prevent scope creep, and turn your results into something clients can actually recognize and talk about.

Because keeping clients happy shouldn’t require sacrificing your sanity. A great client experience comes from having systems that hold the details so your brain doesn’t have to.

In This Episode, We Cover

• How to capture the small commitments you make during client calls so nothing gets forgotten or dropped.
• Why making your work visible through project management systems, weekly updates, and proactive communication builds client trust.
• How pointing out opportunities can position you as a strategic partner while creating opportunities to expand existing retainers.
• How quarterly retainer resets help you revisit goals, priorities, and scope before frustration or scope creep builds.
• How to turn your results into “receipts” so clients can clearly see the measurable—and non-measurable—impact of your work.

Resources Mentioned

Meeting Maestro Miles — helps take the mental load out of client meetings by helping you prepare for meetings, recap what happened, capture action items and commitments, and wrap up your day so those little promises aren't living in your head after work.

Grab Meeting Maestro Miles separately from The Lab for only $14: https://gal.thrivecart.com/miles

Project Planner Paula — our $14 AI project planning tool that turns your brain dump into a structured project plan with goals, strategy, deliverables, production steps, owners, and timelines.

Grab It Here: https://gal.thrivecart.com/paula/

Meet Your Hosts

Jessica Walther is the founder and CEO of The Launch Collaborative and Sustainable Success Systems. As a launch strategist and systems consultant, Jess is dedicated to helping solo business owners and small-but-mighty teams build businesses that deliver both peace and profit. She specializes in creating sustainable growth strategies that align with her clients' values and lifestyles.

Rachel Lopez is the founder and CEO of Gal Marketing Agency, a boutique email marketing and strategy firm. With over a decade of experience, Rachel helps heart-driven entrepreneurs craft intentional marketing strategies that attract, nurture, and convert leads sustainably. Her human-first approach ensures that marketing efforts feel authentic and effective .

Together, Jess and Rachel blend systems, storytelling, and soulful strategy to help you grow a business that's deeply aligned with your life—not just your revenue goals.

Connect With Us:

• Jess Website
• Rachel's Website

Hang Out & Say Hi!

• Deeply Rooted Business Instagram
• Jess Instagram
• Rachel's Instagram

I want you to think about the last client who left you.

2

Not that one that was a total nightmare,

and we were so grateful that they said

3

goodbye, but that good one, the one

who sent the, " We're gonna pause for

4

now" email, and you had to sit there

thinking like, "Well, what did I do?

5

The work was good."

6

And you know the work was really good.

7

But what I have learned from being on both

sides of that email is that the clients

8

almost never leave because the work was

bad or there was any real big issues.

9

They leave because they

couldn't see the tangibles.

10

They didn't know what you were doing

week to week and couldn't necessarily

11

explain maybe the impact or the value

when that invoice finally comes through.

12

They couldn't tie it to anything, so they

decided that maybe it was okay to cut.

13

And the flip side of that is true.

14

I've had clients who have stayed with me

for five, six years, since the beginning,

15

and they're constantly referring

friends and other businesses my way.

16

And I will tell you, they're not

getting the fanciest deliverables.

17

They're getting an experience where

nothing has been dropped, nothing

18

is a mystery, and they always

really know what they're paying for.

19

So today, in our Life First Series, we're

going to be talking about the five moves

20

that are making this happen, and none

of them require you to be more available

21

or do more for less of an hourly rate.

22

Jessica: But before we get into

it, welcome back to Growing

23

a Deeply Rooted Business.

24

If this is your first time here, hi,

I'm Jess, your sustainable growth

25

strategist, and I am here with Rachel,

our marketing ecosystem mastermind.

26

Before we get into this, we always

like to do a quick energy check and

27

release before we get into our episodes,

because when you hear the word client

28

experience, I know some of you got

that tense feeling when your client

29

sends you a Slack message and says,

"Hey, we need to talk about something."

30

Today is not about faster replies,

getting on more calls or being

31

on Slack at your phone at dinner.

32

Today is gonna be about

releasing all of those kind of

33

toxic client service behaviors.

34

So I want you to take a deep inhale

35

Let that ish go.

36

All right, because a great client

experience isn't about white-knuckling

37

through every single week.

38

It's about building systems and

processes that hold the details

39

so your brain doesn't have to.

40

So if you are any kind of service

provider, whether you're a coach,

41

service provider, email marketer,

OBM, any kind of client where you've

42

got clients on an ongoing retainer

or multi month package or any type

43

of ongoing way that you're servicing

clients, this episode is for you.

44

If you are a business whose most of

their clients come through referrals,

45

or would probably ideally come

through referrals, this is for you.

46

I want you to stick around because

we're going to also help you overcome

47

the one thing that kills scope

creep dead in its track without

48

having an awkward conversation.

49

All right, so let's get into

point number one, Rachel.

50

Rachel: point number one

is never drop a commitment.

51

And I think that this is a process and a

system that I have been, so grateful for.

52

That after essentially five minutes

after my call, I do this one process

53

to close the gap between what I said on

that call and what actually gets done.

54

And we've all have been in client

call days, and when I first started

55

my business and I structured my

week, it was Tuesdays and Thursdays

56

were just back to back to back.

57

And it was not with the same client,

it was with multiple clients a day.

58

And so you make way more commitments

than you actually realize on these

59

calls where you're strategizing and

planning things and breaking things in.

60

It's whether it means like a, "Oh, I'll

send that over to you at the end of this

61

call," or, "Let me take a look at that,"

or, "Let's check with this person."

62

All of these things get logged as

somewhat small promises to your client.

63

Whether or not you mean that to be or

not, they still do hold you accountable.

64

And you know, everybody has

AI note takers now, right?

65

And so when they get that summary and,

you maybe were just saying it pretty

66

low key, that still puts you on the

hook for delivering that at the end.

67

So one of the things that I have

done is making sure that those big

68

deliverables don't fall off of my plate.

69

Here's what I do after every single call.

70

So I make sure to capture all of the

commitments before I close out that

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meeting tab and move on to the next one.

72

I'm not relying on my brain to

retain that through two or three

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more meetings for that day.

74

So this is not a, "Oh, I'll

do this later," kind of thing,

75

because I will forget it.

76

Next is that I send the recap within

hour to 24 hours of the call of,

77

"Here's what we decided, here's

what's still pending, action items."

78

And then all of my clients and

their project managers and their

79

copywriters, and and I say, "Okay, here

in Slack, here's everybody's to-do."

80

I think this is really

where projects fall through.

81

Everybody's talking about things

on calls, but the ownership

82

isn't necessarily the clearest.

83

And so, after I've sent that recap, we

tell them a status update if something

84

is going to then be not on time, right?

85

So maybe on my call, I go, "I'm gonna

send you the updated sequence for this

86

upcoming launch by tomorrow morning."

87

And then I get bogged down in the

next three hours of my calls, and

88

then I have to be offline at 4:00.

89

And that tomorrow morning

comes, and that's not there.

90

Making sure that you stay proactive

to say, "Hey, heads up, it's gonna be

91

an hour or two late," kind of thing.

92

And then most importantly, before you

get on that next call, whether you have

93

reoccurring calls with your clients, which

I do, making sure that when you get and

94

walk into that next call, you already know

the status of what did we say last time?

95

What's overdue?

96

What's still pending?

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And anything that they really

are going to inquire about.

98

So I think this is the really the

set system that I've implemented that

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makes sure people know that my clients

understand that maybe they do and it,

100

and I don't know, Jess, you tell me.

101

I've made the toxic environment

where my clients sometimes feel

102

like they're my only clients.

103

And I have to be like, "No,

this is just what quality

104

client experience looks like."

105

But these steps are crucial to making

sure that your client's not asking

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you constantly, "Hey, what's this?

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Hey, what's that?"

108

Like, what are we doing here?

109

Jessica: Yeah, no, I've actually had one

of my clients tell me, "I don't even feel

110

that you have other clients," because

I implement kind of these same things.

111

I think that staying true to what

you promise on your call or what

112

you say you're gonna do is one of

the things that is most important

113

to a client relationship, and

really taking ownership of that.

114

I think that clients understand that

For the type of work we do, things

115

may not always perform as we hope for

'cause we're launching, we're tweaking,

116

you know, doing that sort of thing.

117

But because I've built that trust and

that integrity that I'm gonna deliver

118

on the things that I say I'm going to

do, they like to work with me long term

119

because they know they can trust me.

120

They know I'm giving it my all.

121

People know when you're kinda phoning it

in and not really on top of the things.

122

We're actually working with a consultant

for another client that right now and

123

he has, I'm sure, the best intentions.

124

And we did just hire him

to be a pure consultant.

125

He doesn't really have any executable

deliverables, But on multiple calls, he

126

has said, "Oh, you know, I have notes

for that," or, "I have a process for

127

that and I'm gonna send that over,"

and then after, never sent it over.

128

And it wasn't something that

we were expecting him to do.

129

It was something actually that was

on my to-do list, but if you said

130

you're gonna do it, then do it.

131

And even though I know he knows what

he's talking about, he just isn't showing

132

up as somebody that we would wanna

count on long term because he's not,

133

following up on the promises he's making.

134

And I think that's so important.

135

He could've been someone that we

would've invited into our business

136

on a more ongoing, like, you're

gonna execute, you're gonna lead,

137

but because he's kind of lost trust,

it's like, well, is he really gonna

138

deliver what he says he's gonna do?

139

Are we gonna have to stay

on top of him all the time?

140

Do we really want him anymore?

141

That is so important.

142

But also, we know we all

have a lot of stuff to do.

143

I think this is my sixth call today.

144

So there are a lot of meetings, and

before I built this tool that I'm

145

about to share with you, I felt like my

whole entire week was either prepping

146

for meetings, being at meetings, or

downloading whatever was, happening

147

or needed to happen after meetings.

148

And so that's why I built

Meeting Maestro Miles.

149

He's one of our employees in the lab.

150

And he has helped me out so much.

151

He has three different modes.

152

One for prep and one for recapping

meetings, and one end of the day wrap.

153

So what he essentially does is before

every meeting, he pulls from my calendar,

154

Past transcripts, the notes from the

last meeting, and then he also goes

155

through my Slack, my email, and my

Notion project management tool, and

156

kind of hands me a brief of what I need

to prepare or be prepared to discuss

157

about during my next client touch base.

158

And then after, he will go

through my meetings and like

159

those little AI note takers.

160

He'll not only do a summary of the

meeting, find the action items, but

161

then he actually assigns the action

items to me or to my team members

162

inside of my project management tools.

163

And then also, he gives an end-of-the-day

recap where you can briefly go through,

164

because by the end of the day, there's

like, what exactly happened today, where

165

I can kind of just read, and get a quick

download of here's what's happening.

166

I know my tasks are there waiting for me.

167

And let me just tell you not only

the time, but the mental load of not

168

trying to have to hold it all and

am I dropping the ball on this or

169

forgetting this, has been so amazing.

170

You have him working in your

business as well, Rachel, but he's

171

really been one of my most favorite

employees that we've built so far.

172

Rachel: Yeah, and it's honestly has,

amplified my project management, my

173

scheduling of myself, and This has

helped me commit to more, not necessarily

174

willingly, but it's helped me commit to

more because I know what I can manage

175

and say deliver a better experience.

176

So that five minutes after the call habit

of me trying to rush to the next meeting,

177

but still not drop the ball on this other

meeting that just happened is a two-click

178

process now, and it's phenomenal.

179

So yeah.

180

So I think those are the two

things that have really helped.

181

And then that brings us to step two,

which is let them see inside of the work.

182

So I think what happens is that internal

project management process typically

183

shown because a lot of the times it

exists in the same way that our internal

184

brains work, where it's a little bit

messy and you're like, "I don't know."

185

But that is truly a trust-building

tool, and so When I have it

186

and brought my clients in, they

truly know exactly where to go.

187

We have a HQ for everything.

188

We have our call notes and everything,

so they see all the stuff that step one

189

does, which is break down all of the

deliverables, the recaps, and everything.

190

They see that where I've sorted it

into my project management system.

191

But now they're able to really understand

timelines and things like that.

192

So some clients I know love that.

193

Some clients hate that.

194

And so it really is just for my own

sanity, best practice to say, "This is a

195

client-facing project management tool,"

even if they use it or they don't use it.

196

You know what I mean?

197

Jessica: Well, and I still think even if

they're not necessarily visiting it every

198

day, having it all laid out like that

makes the deadlines that they have to

199

turn stuff in for you even more apparent.

200

And it's easier for you to collect, to

do your boundaries, 'cause I know that

201

we've all had these one-month project

commitments that stretch out to, four

202

and six months because the client is

taking forever to get back with you.

203

And I think by laying it out ahead of

time and letting them know, like, "Do you

204

think that this is feasible on your end?"

205

So that you can kind of make those

adjustments and those expectations ahead

206

of time because not every client is gonna

come in with the same level of operational

207

prowess that maybe, you know, we are.

208

Rachel: Yeah, and the things that

you can amplify using conversations

209

from calls, action items, things

like that is sending a weekly update.

210

So I send mine on Fridays and

especially with launching clients,

211

when we're in ramp-up mode, it's like,

"Hey, we've gotten this percentage

212

to goal from our opt-in goal.

213

Here's what's been done.

214

Here's what's actionable

from the next week."

215

All of those various things, that

is reliant on you having a system

216

of getting those action items out

of the calls and into a place that

217

is not a paper handwritten note

on your desk of things like that.

218

That's one thing.

219

Repeating the pending

items every single week.

220

Although it feels redundant to you…

221

for me, I'll just use myself as example,

like uploading monthly newsletters.

222

That's something that is gonna happen

automatically regardless of if my client

223

reminds me or not, doesn't remind me.

224

But having that as a bullet point

of saying, "Hey, here's what's

225

happening," kinda keeps it in mind

even during slow periods, we're still

226

actionable, we're still doing things,

we're still moving progress along.

227

Because that repetitive process, those

repetitive works, even though it's

228

on autopilot to your client, still

keeps you top of mind to them that

229

you're moving and grooving inside

of their strategy and all of that.

230

And then the next one is flag

what you're waiting on them for.

231

I love this.

232

I'm always like, "Hey, We're

still pending review on this."

233

I think it's important, especially

when you're building that rapport for

234

your client, you don't wanna be that

annoying project manager, but still

235

being accountable so that it removes

that invisible labor from them to be

236

like, "Well, what is the status of this?"

237

Like, "Oh, it's still on

my list," kind of thing.

238

So it just puts a little bit more of

the control in your hands, and that you

239

are all working from a shared timeline.

240

And then the last thing that I

always do is include a what's

241

coming up, all of the ideas that

were in the project parking lot.

242

Some of my clients were

already building November and

243

December newsletter topics for.

244

And while that still feels so far away

for some people, it is still active

245

asset development and active things

that are happening now to keep it

246

handy, keep it top of mind here, so

that people can kinda see top of mind.

247

I know that if I'm doing this, my client's

staying with me until December 'cause

248

who's gonna load those newsletters?

249

You know what I mean?

250

So it's just really important

to over-communicate.

251

That's essentially what this

is, is just over-communication.

252

Jessica: Yeah, and this is something

that could definitely be automated.

253

Right now as when we're going

through them, like, oh, we could

254

definitely automate this as well.

255

Or AI it to where they're pulling

what got done, what's blocked, here's

256

what the next two weeks look like.

257

And I think that proactive communication

to the client helps them keep on track.

258

I've actually had a client say,

"You're more on top of me than my EA

259

sometimes," with getting me your stuff

because I have that automated system

260

that I'm going through with them.

261

It definitely is appreciated with them.

262

And I think with clients, especially

when we're doing, remote work

263

with them and we may not be seeing

them, it's really important to

264

still have those touch points.

265

I do try to touch my clients and…

266

Not touch them, touch a

part of their business.

267

Virtually touch them every single day,

whether it's sending the recap on Fridays,

268

meeting with them on Tuesdays, hopping

into their Slack and just interacting.

269

Sometimes, I'll have clients that'll share

client wins in there, so just making sure

270

I'm thumbs-upping it and high-fiving it.

271

Like, she's still around,

I'm paying her for something.

272

And it doesn't become a lot when you

kind of have these systems in place.

273

It's not busy work because this is

saving me from them freaking out later

274

and like, "What is she actually doing?"

275

They always know what I'm doing because

they have access to my project management.

276

I'm doing consistent updates, and

now with AI you can do crazy things.

277

I haven't even told Rachel about this yet,

but we're in the middle of launch week

278

for one of my biggest launch clients right

now, and I basically had Claude build

279

out an artifact of a dashboard for their

launch, and every morning he goes through

280

and pulls from their Meta Ads account and

then from their email service provider and

281

updates the numbers automatically for me.

282

And then all I have to say is

"Here's your numbers update, client."

283

I'm sure I could even automate that

further, but it's one of those things

284

where they know that, you're on top of it.

285

And we're using AI in a way that is

assisting us and not replacing us.

286

Rachel: if not a service provider you

live more in the course world, this

287

is something you can easily do from a

retention marketing side for students in

288

your program, with onboarding emails and

check in emails and things like that.

289

Like, "Hey, did you know that you

have access to this template inside

290

of the program that you built?"

291

These are all things that are very easy

to automate when you think client first.

292

Retention is the name of the game, right?

293

I have talked so many times about

customer lifetime value and how

294

getting a new lead is more expensive

than just retaining an existing lead.

295

So, whether you are a service provider

or whether you are a course creator in

296

digital product side, it is important to

emphasize the customer journey and the

297

client experience on both sides of this.

298

So, this isn't just siloed

for service providers.

299

Jessica: All right, step number

three, and this might have been a

300

two-point part episode, but we're

dropping lots of valuable things here.

301

You wanna point out

opportunities for the client.

302

I think this is maybe my toxic trait.

303

I will see opportunities, but

just assume that my client doesn't

304

wanna pay for anything else.

305

That they're already maxed out.

306

But I think if you see an opportunity,

to make sure that you are pointing

307

out like, "Oh, I noticed this, and,

you know, it's not part of my scope,

308

but it is something that I help

people with if you wanna tackle this."

309

Or if even if it's pieces that are

part of your scope, but maybe it's

310

a way that we've always been doing

some things, the way we write our

311

newsletter, the way we roll out this.

312

I noticed that this is not working

anymore, and I saw this strategy from this

313

person, and I'd like to do that, you know?

314

And make sure that you're tying

it to what your goals are.

315

But definitely, if it's not part of your

current scope, highlighting, that you can

316

help them with that if you wanted to do.

317

And then they can kind of decide, let's

do it now, or let's table that for later.

318

But I think it's really important,

especially when you're trying to

319

establish yourself as somebody who is

not only implementing, but offering

320

strategy, to make sure that you are

staying on top of what opportunities

321

they have and not waiting to be asked

and falling into that partner position,

322

that partner that's noticing first.

323

Rachel: I actually call this

getting as sticky as possible

324

in your client's environment.

325

When you're talking about revenue

generating for a business, it always

326

doesn't mean you have to get a new client.

327

Sometimes that means you can

upgrade existing retainers

328

and doing things like this.

329

And so this is one of those opportunities

that, one, keeps you creating future work

330

for yourself, but also helps you just

maintain a relationship that keeps you

331

looking like a partner and all of that.

332

So moving on to step four,

which is the retainer rhythm.

333

This is essentially, gives you and

your client a shared plan so that

334

when you start working with somebody

and a year goes by, two years goes

335

by, scope creep happens, right?

336

I have a client who her contract has

been a hundred different things because

337

it's just constantly evolving or

fluctuating in busy seasons and not.

338

And so if you have repla-retainer clients,

you should be sitting down every single

339

quarter and doing a reset with them.

340

This is something that, we've kinda

just set up every, reoccurring meeting

341

on our calendar, 'cause I know we're

gonna be working together for this time

342

period, is an extra thirty minutes on

top of our monthly meeting anyways.

343

And so it has a set agenda

where we say, you know what?

344

Here's our goals from our annual plan.

345

Here's our metrics and numbers.

346

Here's our analytics dashboards.

347

What are our priorities?

348

And then how do we break

this down even further?

349

This again builds that partnership

with your client so that you're not

350

necessarily feeling threatened every

time, they have a bad month, they know

351

that there's a plan going forward to it.

352

And so this is one of those that,

again, you can build a system for.

353

A set agenda and set, meeting notes

and then having meeting miles go in and

354

say, "Here's the plan for the future."

355

Honestly, it's not necessarily part of

my scope for my client, but I use our

356

project management, Paula, to help amplify

ideas if that's just nobody's best skill,

357

sometimes you just kinda have to say,

"Okay, well great, let's take this," and

358

then we put it in and amplify it outwards.

359

So it's just one of those things

that helps you stay sticky, helps you

360

build that partnership, and really

change the conversation from just dull

361

month-over-month tasks and to-dos to

refreshing things and helping you build

362

those testimonials and client experience.

363

Jessica: Yeah.

364

This is one of those things that, doesn't

feel like you're doing a lot when you're

365

doing it, but when we skip it, I can

definitely feel this with my clients.

366

And they can feel it too because

it gets to a point, just like you

367

have to reset your business where

priorities shift and things move,

368

and this didn't work out the way you

thought it would, and this one did.

369

And now Everybody's kinda looking

like, "What am I doing again?"

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Where you kind of feel you're

a little bit out of control.

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I actually did this with a client

recently and I'm like, "Let's just go

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ahead and schedule the next year so

that we have these on the calendar."

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They're protected because every

time, things kind of start to

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get a little bit eh, it's because

we didn't do a quarterly reset.

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We didn't set our initiatives."

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So this is super important just

to not only take a minute pause.

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And if you're just doing it

one-on-one with a client, this is a

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great time where they can give you

feedback on how you can do better.

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You can give them feedback on how

they can work with you better.

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And it's just kind of like a good

palate cleanser rather than just kind

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of letting frustration and tension

if things may not be going as well

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in certain areas kinda creep up.

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So then moving into step number five

is you want to make sure that you are

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turning your results into receipts.

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And really highlighting to your client

that they are getting an ROI from

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investing in you or your services.

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This is really how you create

that kind of referral pipeline.

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Even if you're on Yelp or whatever, and

you read through the reviews, when people

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have a complaint, they write stuff.

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But, when it's something goes good, unless

it's very exceptional out of the norm,

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they're not necessarily looking at it.

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But by having, And I like to kind of work

this into my quarterly recap, is going

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through your quarterly recap and picking

different metrics and reporting on them

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in a rhythm so that they can constantly

see the metrics that you are approaching.

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That way, when they're talking

to their industry peers, they can

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be like, "Oh, yeah, this month we

increased our email open rate by 10%."

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"Oh, who did that for you?

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I need my email open rate increased."

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But they're not gonna naturally

notice that unless you tell them.

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'Cause I promise you, the majority

of your clients hired you for

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that specific reason, because

that's your zone of genius, and

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it's not something that they're

naturally gonna kinda be looking at.

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So it's really important to not only

track the metrics, highlight the

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metrics, report them on a ongoing

rhythm but translate it into what

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it actually means for them and their

business and how it's impacting them.

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And then once they're like, "Oh, that's

great," you're like, "Yeah, I know.

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Can I use this as my case study?"

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Or, "Would you mind writing a little

testimonial so that you can include it?"

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And that makes it a really

easy way to get testimonials.

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'Cause I feel like getting testimonials

is one of the harder things, even

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if you are an amazing service

provider, to get from your clients,

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just because they're busy people.

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So you have to really be proactive

about highlighting that for yourself.

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Rachel: Yeah, and especially if you're

not in a super numbers heavy service,

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I don't love promoting my clients'

revenue wins on anything, but this

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still applies internally, right?

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The client does wanna see

that and stuff like that.

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So your hours that you're

saving them, they matter.

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The launch times and the pivots built

in and all of the revenue that took.

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That helps them.

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Them being able to be like, "Oh, I

can go on vacation, and I know my OBM

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is gonna take care of everything."

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All of this stuff is super

beneficial to the experience.

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So let's go ahead and tie this

all together 'cause this is one

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of our longer episodes here.

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Five steps that you can do to

come back to one idea, which is

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making the work more visible.

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Number one is never dropping a commitment.

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Capture every single one of those

little small promises that you say,

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"Hey, I'll send that over before you

do this, before the meeting ends," and

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then send that recap within twenty-four

hours, so that they understand too

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what their action items are as well.

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Number two is let them see inside of the

work, whether that is one weekly update,

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what's done, what's pending, what's

coming up, or actually letting them

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inside of your project management tool.

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all of that is extra visibility and

just open lines of communication.

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Number three is point out opportunities.

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Be a partner in your business,

whether that is just once a month

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tied to the goals that you're

actively working on, helping them

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see that you're paying attention.

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Four is the retainer rhythm, whether that

is like a yearly contract with somebody.

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Every single quarter, you're resetting

and sharing monthly initiatives.

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New ideas get swapped.

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You can put things in the parking lot

instead of feeling the pressure to squeeze

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them in and really overload yourself.

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And then number five is helping you

with the retention and marketing that

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is lowest hanging fruit, which is

turning your results into receipts.

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I Always do an audit right before you

start with your client so that you

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have the ongoing year over year, month

over month progress that you're making.

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And then asking them for testimonials

that the next time that you're kind

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of like, "Hey, this is amazing.

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We should share this."

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You do not have to do all five of these.

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I think picking one or two is really

gonna help with Really building out a

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client experience that helps you help

them, without having you do everything.

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So if you want step one handled for

you, that's meeting Maestro Miles.

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He is our AI assistant.

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We've separated him from the Lab.

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You can join the Lab too, but if you

want him separately, you can grab him.

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He's only $14, and he helps

you prep every single meeting.

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He sends you the recap after, pulls

the transcript himself, and wraps

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your day so nothing you've committed

to is stuck sitting in your head or

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worrying you right before you go to bed.

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So, if you liked this episode and it hit

home, send it to your business bestie.

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And until next week, we're

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Jessica: rooting for you.