The Wize Way

Episode 153: Why Hiring an Admin is Key to Scaling Beyond $1M

• Wize Mentoring for Accountants and Bookkeepers • Season 2 • Episode 153

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Are you stuck doing low-level admin tasks in your firm—wondering why growth feels impossible? In this episode, we unpack the hidden trap many firm owners fall into: thinking they’re “working on the business” while drowning in emails, client follow-ups, and team support.

We reveal why hiring another accountant won’t solve the problem—and how the right admin support can unlock your time and allow you to lead strategically. You’ll learn how to calculate your effective hourly rate, why delegation fails without systems, and how to train admin support to help you scale with confidence.

This is about more than just hiring—it’s about freeing yourself from the day-to-day so you can build a scalable, systemized firm that runs without you.

Here are the key Takeaways:

  • Why doing $20 tasks is costing your firm thousands
  • The first hire you should make—and how to onboard them the right way
  • How to delegate without losing control or compromising quality
  • What it really takes to build a firm that thrives independently of the owner

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PS: Whenever you’re ready… here are the fastest 4 ways we can help you fix and grow your accounting firm:

1. Take the Wize Accountants Scale Scorecard – Find out your potential to scale and the next steps you should follow – Start Your Scorecard

2. Download our famous Wize Freedom Strategy Map for FREE - Find out the 96 projects every firm owner must implement to build a $5M+ firm that can run without them - Download here

2. Need to Hire right now? Book a 1:1 FREE discovery call with our WizeTalent hiring coaches to help find your next team member the Wize Way – Click Here

4. Book a 1:1 Wize Discovery Session – Spend 30mins with our Wize CEO, Jamie Johns, a $7M firm owner who is ready to give you his entire business plan to build a firm that can run without you – Find out more here

Wize Mentoring:

From Wize Mentoring is The Wize Way Podcast for Accountants and Bookkeepers, a show about accounting and bookkeeping practice owners and the many stories, lessons and tips from their experience of transitioning from a time- poor practice to a business that runs without them. I hope you enjoy and subscribe.

Thomas S Phabmixay:

We're going to discuss a really interesting topic today on how to scale your firm with an admin. Scaling up a team with an administrator is something that they know all too well. To start off with, I'm talking about hiring an administrator, I just want to reflect back on the bigger picture of the org chart. Now, to some of you here that might be new to Wize, Wize has a framework for how we structure an accounting practice or a bookkeeping practice, and the big picture is and the big picture is it's based on seven divisions that define our org chart. The first division is the board. The board is the CEO, the chairman. The board handles strategic and growth matters relating to charting forward a path for the firm. It's an extremely important part of the division in the firm. At Wize, we do monthly board meetings and we encourage monthly board meetings. That's where we go over our key metrics and we discuss problems and how we can deal with them. Okay, so that's our board.

Thomas S Phabmixay:

Division two is our marketing, and marketing has everything to do with how we get ourselves out there, how we define our brand, how we define our services, what we need to change about our services, what do we charge and so forth. So that's marketing. It's based on the philosophy of we rather build a garden that attracts the butterflies than build a business with butterfly catchers. As in, we don't build an accounting practice by hiring expensive tax partner-like people to go schmooze at our commerce events and then expect that to be our main source of growth. What we do is invest in a garden that attracts butterflies attract. We build leads, lead magnets, newsletters, internet presence, personal branding, and things that allow others to begin building trust and a relationship with you without you physically having to go and do it every single time. Okay, so that's in short, that's marketing.

Thomas S Phabmixay:

Then we have division three, sales. That's where all the client managers live. Anything to do with consulting the client and managing the client relationship is where all the client managers live, and it's necessary I go through all these divisions. I'll explain because admin supports all these divisions. Okay, definitely not fatting time, but I'll explain how administration in division six supports all of these divisions.

Thomas S Phabmixay:

In division four, we have production, and production has anything to do with accountants and bookkeepers processing the work. Their motto is basically to get the work done and then get it right so that division three the client managers can go and put their work in front of the client and have those final client meetings and just focus on managing the client relationship. Okay, so division four handles all the production. Then you have division five, quality, and division five, quality, has all to do with client satisfaction, team satisfaction, training the team and, essentially, keeping the firm consistent in its quality, no matter how large it gets. So you think how important processes and SOPs are in McDonald's and despite the fact they have thousands of locations, you can expect a similar quality, whether you like it or not, from one location and then another. And then we have I'll skip division six, I'll come back to it because this is today's topic. Then we have division seven, which is our accounts, and accounts have all to do with managing the books of the firm, managing the KPIs of the firm, doing the cashflow for the firm, and that's where the CFO would live, that's where the firm's cash flow is managed. Things are kept nice and healthy. It's the heart of the business.

Thomas S Phabmixay:

And finally, we have Division 6, administration, operations, and implementation. It had many different names over the decades, but Division 6 is the one division that ensures that all these other divisions I've mentioned run smoothly and are supported. It's absolutely crucial that you build up an administration team in order to be able to scale your firm past the danger points of 600,000 and a million. Let me illustrate You're a sole trader. You start going out on your way, you begin meeting potential clients, you start picking up work, you reach your first 200 or 300k in revenue and you're still a sole trader and you think to yourself, oh, this is getting really hard. I think I need support. So you go and hire some sort of assistant accountant or bookkeeper to do the transactions or payroll or the lower- end work, so that you can focus on finalising the financial accounts and then doing the client meetings. Great, that's all working out. Good move. You begin growing past that point and now you've reached 600,000 and you're thinking all right, I think I need to hire another assistant accountant, maybe two, but then the amount of time it takes for me to review their work. It's really hard to juggle with actually seeing and managing the relationships of the clients, because there are more clients and, at the same time, there's more production that you need to review. And so at $600,000, it is a dangerous point because you need to make that first decision. How do I trust one of these accountants, or hire one of these accountants and make them senior enough to become my production manager, I would entrust a senior accountant to review the work and then be my conduit to delegate all the work to the other accountants. Great, let's say. You made that move, it's been successful, it's working out, you feel leverage, you feel like I'm actually doing less production now and seeing more clients. And you go and travel from 600K now on your journey to a million and you go, I'm adding more accountants. I'm even adding an assistant client manager to myself.

Thomas S Phabmixay:

Why does it look like nothing's getting done? Why does it look like everything is slowing down and things are almost freezing? I go and start looking at the teams. What are they doing? Why is it taking so long? I've never had this much, this many accountants. Why isn't anyone getting anything done? And you go and pick on a specific job this job here. It's been in our office for four weeks. Why and you go and ask that accountant why is this job being here for four weeks?

Thomas S Phabmixay:

What happened was that the client brought the work in and we started it, but then they were missing a bank statement or this rental statement, so I couldn't finish it then. So I went and started another job, okay, and you asked did you go and call this client? When was the last time you followed this client for this rental statement? Two weeks ago. Two weeks ago, when I was doing these tax returns at 200k and 300k, we were missing a rental statement. I picked up the phone straight away and called that client. I didn't wait two weeks to do it. Pick up the phone right now and call them. Okay, okay, I'm calling them, god. Okay, that's solved.

Thomas S Phabmixay:

And you, what's going on? What about this job? Why is it stuck going on? What about this job? Why is it stuck? Oh well, the client didn't give us such and such document as well, or they haven't signed it yet. They haven't signed it yet. Their BAS has been overdue for like two quarters now. They haven't signed it yet. They're going to get a penalty. And when they get a penalty, they're going to come back to us and say you pay for it. I gave you the information on time. It's not my fault that you've lodged these basses late and we're going to get a penalty. You pay for it. I'm not paying for it. We need to get this sorted out right now.

Thomas S Phabmixay:

Why is it so hard to ask the client to sign it? Well, I've emailed it to the client and they just haven't gotten back to me. Well, have you followed them up? Yeah, I sent them another email and they didn't get back to me. Well, have you followed them up? Yeah, I sent them another email and they didn't get back to me. Well, have you called them? Yeah, I even called them as well, but they haven't gotten back to me. My gosh, just keep attacking them then just keep going at it.

Thomas S Phabmixay:

And then, two weeks fast forward, you go back to the first person who was missing information and you ask them did you got the rental statement. And they go yeah, I got it. And you ask so why is this job still here? Oh well, when I was doing it, there was another thing that was missing. Oh, my God, don't tell me that the last time you followed up on this one was a week ago as well. Yeah, it was.

Thomas S Phabmixay:

I don't know what to say. Do I need to write an SLP or something? But you need to be calling clients immediately when something's missing, or you have to let me know. And then you go to that first, the second person you were talking to about getting a signature and you ask them did they signed it. Yes, they signed it, and did we lodge it? Oh no, we didn't. We haven't lodged it yet, but they got a sign.

Thomas S Phabmixay:

I don't understand what's so hard about this, why you get something signed. What's so hard about this? You get something signed, you get something lodged. Why does it feel like everyone's waiting for me to push them to do what's next? This story I think all of us can relate to in some deep way, and I think you can feel that the frustration is very real and, as a person who runs my own accounting firm, I'm no stranger to it. I've seen it as well.

Thomas S Phabmixay:

But there is a very simple solution to it and that is Division 6, administration. What does Division 6 do? Division 6, at a higher level, manages the traffic of the firm, and there are two types of traffic in a firm there is communication traffic and there is production traffic. Division 6's job is to be able to distinguish what communication traffic is. For example, clients ask, oh, can I do this, can I do that? That's communication traffic that should be routed towards a client manager and production traffic. The client asked, oh, here are my documents, information that you were asking for here you go and then they would route it to your document storage and then notify the accountant hey, we've got everything, you're good to go ahead and start the job again. I've saved it in the right place and I went ahead and flicked that job back to in progress and it's back onto your to-do list. The red light's gone, you're all good to go ahead.

Thomas S Phabmixay:

So, at a very high level, the division six team and without talking about a specific person, the division six as a division and a team their job is to make things flow. Okay, that's pretty obvious. Everyone can appreciate it makes things flow. But in making things flow, they don't just sort out the traffic. They are your tools in order to be able to drive activity in your firm. They chase, they follow up, they look out, they check things, they ask if things are going well.

Thomas S Phabmixay:

And when division six is the most helpful and useful is when the accountants and the client managers and the production managers and even you, the business owners, feel like, hmm, I really love how this person is just making things happen. I really love how this team is looking at a list of returns that need signatures and it's their job to follow it up and get it signed. I love how there's this team that makes getting proposals signed, getting missing information into the office, getting the bookings, and following up with the client managers about whether they're ready for a discovery meeting. I love how there's this division whose job it is to do those things and, most importantly, they don't treat these things as a second or third priority To this division. These activities are first- class. It's their number one priority. We can all empathize here.

Thomas S Phabmixay:

But when you have a team member and it's between finishing up financial accounts or a month- end or some sort of payroll job versus actually chasing up the client to get a signature or information, they tend to actually pick the production right Because that, to them, is their job. That, to them, is when they go into the annual performance review, what are they going to be judged on? Have any of us ever gone into an annual performance review and said to an accountant you know what I want you to do better. I want you to spend more time on the phone chasing up clients. We would never say that. We would say I would like you to finish more returns faster and then do harder ones and then build out more money. Accountants and bookkeepers understand very clearly what drives their career growth. Okay, and all these other things that don't drive their career growth. They're just human. They're going to not do it.

Thomas S Phabmixay:

But for an administrator, for a person in division six, their KPIs, and their comments inside an annual performance review are so-and-so. I really love how, every time there was missing information, you got on it. This year, your missing information resolution time went from six days down to one day. You're on the money. Our firm used to be. I don't even know how our firm used to work until you got here and started working on this Okay.

Thomas S Phabmixay:

So I think the reason I'm putting so much emphasis on Division 6 and making it sound so dramatic is that a lot of us have this assumption that Division 6 is the person who makes sure that the client's favorite type of coffee or tea is ready in the boardroom, or that they're the person who picks up the printing, or that they're the person who goes and the printing, or that they're the person who gets the mail or takes out the trash. Maybe at an extremely low level that might be the case, but at a level where it actually brings a lot of value to the firm is in the way that I described Before I get into how we actually build that out. The point is this you won't scale past a million until you realize that your answer to growth is beyond hiring more accountants. You cannot just keep throwing bodies at the problem and then expect your firm to scale into a meaningful enterprise. You need to start thinking about the plumbing of your business. You need to start thinking about what other capabilities, besides reviewing tax returns and then doing the actual work, the firm needs to be good at in order to reach that next level. And that is often found within division six. And so that is one large point. A second short point that I'll make around why division six is important for scaling past a million is simply this If you don't have an administrator, simply if you don't have an administrator, then take, for example, an accounting team of five accountants without an admin.

Thomas S Phabmixay:

Think about how much of each of these individuals' time is spent in administration. I can tell you from actually looking at plenty of timesheets and write-off and write-on reports across maybe half a hundred firms in my time so far, that it is more than 20% per person. Okay, you can go look at your accountant's productivity reports and adjust it for what was actually billable and wasn't written off, and you'll see that it's. And if you don't, and you compare it to whether you have a lot of administrators or not, you'll see that the time that they spend in admin or the time that they throw into an admin task in their timesheet is more than 20%. But let's use 20% In five accountants, each spending 20% on administration. You've effectively lost one accountant.

Thomas S Phabmixay:

And then think about it. How much does it cost to hire an accountant? Maybe onshore 100,000 nowadays, offshore 30,000. And this is Australian, so I don't even know what the exchange rate to the US is now. It's terrible, but both of those onshore offshore hires aren't exactly 2019 prices anymore or pre-COVID prices. It's expensive either way. So you've lost one accountant, and it's not even to do with price. It's just simply hard to find good accountants in the first place and if those five individuals are good, you've lost one good one.

Thomas S Phabmixay:

If you can take the administration away from these accountants and then have an administrator who might be offshore, being paid 25,000 Australian a year, or onshore 70,000 Australian each year, you've gained an accountant without hiring one. It's just another perspective to be able to look at it and it tells you just how important it is that you actually build up an operational team, even in the economics of the firm. Once you start implementing it, it begins working in your favor in a huge way. Okay, so I wanted to start there. And admin, yes, you might consider these things routine tasks, but they're absolutely crucial. If someone doesn't treat booking things and chasing for information as their first priority, you're stuck. You will never go past a million.

Thomas S Phabmixay:

Dani, from your experiences you've seen so many firms and capacity planners. You've seen heaps of pain that firm owners have shared and sometimes the answer was an admin. You know, it sounds like they're calling out for an accountant, but sometimes it's an admin. Yeah, can you share, you know, maybe like an example of it and then, like, you know what happened afterwards, what you know, did it? Did that actually? Was it actually the answer to that person's problems?

WizeTalent Coach Dani:

Yeah, yeah. So we've found a lot of firms do mistake that. So they do go for accountants thinking that that will solve everything, but they're still sitting there answering emails. I've had firm owners say that they've started work at 3 or 4 am just to keep on top of the thousands of emails that have come through. It's interesting that they don't actually realise that having an admin will solve all of that. Another thing is, I think there are some firms who have a joint email, so everyone and some people have this here, I'm sure. But, yeah, everyone has access to this one email address, which is fine, but sometimes it's a little bit confusing because basically you're not sure who's supposed to be answering what. So if you do have an admin assistant who's dedicated to that, like to at least filtering through the emails and then going, okay, well, this one can go here, that one can go there, it does make a huge difference. Yeah, does that sort of answer that, Thomas?

Thomas S Phabmixay:

Yeah, yeah, definitely. I hear that one quite a fair bit, um, having a shared inbox and then putting an admin there to be able to man it and then look after it. And just to dig into that one a little bit, Dani, why do firms do that? Why do they share this inbox and then, you know, they put an accountant to look after that? Why was it? Just so, you know, to help everyone in the room sort of maybe spot out some sort of bias that they have towards thinking about this. You know what did they? How did they need to think to be able to realise that you know, this needs to be an admin doing it? You know, I can't just dump it all on an accountant.

WizeTalent Coach Dani:

I think. Well, just to answer the first thing, I think it's got to do with, I guess, control, because they're afraid that other people can't handle what they need to handle, if that makes sense. It's what Jamie says about delegating. Some people are too afraid to delegate, so they just think that if they can view every single email that comes through, then they'll be able to handle everything, but in reality, that's not the case and what you're actually doing is making things much worse on yourself. You should be training your staff to be able to handle it, so that you don't have to be, I guess, working in quad one, you focus on quad two and then sorry, what was your second question, Thomas, about?

Thomas S Phabmixay:

Actually, I actually wanted to follow up on a point that you made there. That's pretty interesting because that reminds me of how a lot of owners would say well, I can't make an admin do that job because they're not an accountant. You know like they like they're not able to. Do you know how would they be able to follow up on the information? They're not an accountant. And you mentioned training as a pretty important thing. But how about, in, say, like the screening process, what should we do to be able to filter out for, like, the right admin? Or do you know what assigns should we look for in order to tell if this admin will be able to do these administrative tasks that we just like? We wrongly assume that only an accountant can do this.

WizeTalent Coach Dani:

So there's a few different things. What we personally do is the very first thing we'll actually test our candidates in this particular role. I know generally we leave the testing to the last stage for accountants and bookkeepers, but for admin, we give them the tests up front. So we want to test them on communication, attention to detail is a huge one and problem solving and problem- solving. But then the other thing that we do is generally we send reminders out to our candidates before, like maybe 10 minutes before the interview or half an hour before the interview, to remind them to actually join. We don't do that with admins because we want to make sure that they're on the ball, that they actually know what time they're supposed to be there, they'll actually be there on time and all of that, yeah. So that's a huge one, just testing those little things to see how quickly they respond to you as well. Are they going to take a while to respond or are they onto it? Because that will make a huge difference when they're actually working for you.

Thomas S Phabmixay:

That is so insightful, you know, being able to use the actual interview process, in addition to a test, to actually see if they're the right candidate as well, because how would they be able to be on it and chase clients for signatures and payments, or invoices or bookings if they don't even respond to an email for a job that they're applying for? It's pretty wild. Have you actually ever seen like, have you seen examples of where admins have dropped the ball on this and what were the signs that you know? What were the red flags? We talk a lot about green flags, but what were some red flags that we shouldn't ignore when hiring an admin?

WizeTalent Coach Dani:

Yeah, so one is definitely the response time. So if Kriz can, can back me up on this like if they're just if they're not responding to us at all, but also just that the communication, so in their career history form, you'll see it when with their um, with their writing, so one, if they say refer to resume instead of actually giving us the information that we need, that's huge, because that to me just means that they're lazy. Like I'll look at that and I'm like, well, if you can't even fill out you know a five- minute thing, and give us the information that we need, what are you going to do with our clients? Um, yeah, but even grammar, spelling, spelling mistakes, especially now with ChatGPT, like if you really needed to just pop it in ChatGPT and ask it to help you out, yeah, and if they can't do that if they can't think about that sort of stuff or think outside the box, that's a big red flag.

Thomas S Phabmixay:

That's huge right being resourceful, being able to look around them and see what tools they can use and I guess it also implies that they're self-aware enough to be able to go and seek those tools out and use them at the right time. You know we can appreciate that an admin has to. An admin has to do lots of different things. They have, like, a five- minute task here, a 15- minute task there. They rarely have a time where they can just lock in for a few hours on a large piece of work and just put their music on and then focus on it like an accountant can. They're pretty much always alert and thanks, Dani, for those green flags and red flags that you shared there and how you filter out for them.

Thomas S Phabmixay:

I wanted to invite you, Raul, to be able to share some insights as well around how an admin helps us in being able to actually grow the firm. I guess we talk a lot about how an admin is important to be able to streamline our processes and workflows and I'll get into some things there. But you know, as a Wise Hub coach, you've worked together with many practice managers, chief operating officers, firm owners, and even assistant CFOs and office administrators in getting them on board the Wize Hub and working on implementing the things inside the Wize Hub, such as the Fab5 and the CEO meeting minutes.

Thomas S Phabmixay:

What sort of I guess, what sort of qualities have you seen um make a good admin? Because I sort of see the why, like, if you can use the wise hub well, I kind of think you're a good, you're a good admin. Like you, you get it like you're you. You can connect with them, with what the firm is trying to go for. So what sort of individuals have you found that do the wise hub well and are good candidates for it? And what sort of individuals have you found that do the Wize Hub well and are good candidates for it? And what sort of people have you seen don't do it well? You know from your experiences.

WizeHub Coach Raul:

Yeah, well, the very first impact that I have received from owners that are trying to get a little bit more deep in this administration side, it's that when they do the owner's productivities first, they identify these opportunity areas that the admin can take over. And also we have found some people that can do sometimes things better than them, even than the owners. And it's really important because people also have really common sense like about one of your last questions sense with this availability to solve problems and provide with different solutions, give the owners a different perspective, that they can analyze the problem in another perspective. So when these admin people are helping the owners to see the issues from another perspective the problem gets in another environment because different persons are seeing different solutions. So I think it's like a win-win situation, always with an admin team member that can see further, not just the work that they're doing. I think it's the biggest availability that we are, or the owners are, looking for these admin people because it's a person that can help more than just the normal activities.

Thomas S Phabmixay:

Right, because I think a lot of owners just say, oh, I want someone exactly like myself, and well, actually we need a diverse team, we need people who can exactly take a look at these tasks and go and come at it from a different angle yeah, and just to complement this at the admin activities are those activities that are taking more of the time of the owners and the more stressful things.

WizeHub Coach Raul:

So once we effectively delegate these activities, the owners feel like they can breathe and focus on working in the business. Because I think there's sometimes confusion with the owners that think, like doing administration stuff, it's working on the business and it's not really like that. I think we have an opportunity area that we can work that is.

Thomas S Phabmixay:

That is such a good point that you raised. Sometimes working on administration feels like working on the business, when it isn't. That's a huge insight. That's. That's a massive insight. That's an awesome one. Raul, did you want to just share how the activities and delegation feature in the Wize Hub can help owners be able to identify what is actually working on or in?

WizeHub Coach Raul:

Yeah, this activity that we do with the owners, it's basically putting in a list of everything that they are doing, so it's kind of facing this opportunity area so this works, that they find that it's taking a lot of time from their day.

Thomas S Phabmixay:

Yeah, okay, how much admin time should the accounting team be doing? 20 is too much. If 20 is doing too much, ideally they should be doing no admin things at all. Essentially, the rule of thumb is none at all. If especially if that accountant is like a junior, intermediate or senior production manager, their number one thing is just billing None at all. Especially if that accountant is like a junior, intermediate, or senior production manager, their number one thing is just billing.

Thomas S Phabmixay:

So, anything to do with admin, we really want to take it away from them as much as possible. Yeah, so from a time perspective, even from a responsibilities perspective, if they're doing things like checking the incoming information that the client sent against a checklist, we can ask ourselves I know that, you know it's a bit grey like, yes, an accountant can only do that, but could we get an admin to do that? And then it's basically following the principle of we're always pushing tasks to the right person. We're pushing it down to either the lowest cost resource or to the person who's most well-positioned to actually do it. So ideally, an accountant 100% would be perfect. Our benchmark is 90%, 85%, or 90%.

WizeHub Coach Raul:

Okay, yeah, they got it.

Thomas S Phabmixay:

I know that per cent 85 or 90, okay, yeah, they got it now that. Yeah, yeah, take us to the um activities and delegation and how, how we can use that to help identify, you know, if a client is, if a firm owner is really doing something that works on the business yeah, here in the execute section we have these activities and delegation, and our goal here in SOF it's to add every single activity that the owner is doing.

WizeHub Coach Raul:

So I encourage all of you that take the next two weeks, to try to add here all the activities that you are doing, so you will find some activities that will be easy to delegate and it's taking you like so much time.

WizeHub Coach Raul:

I always think, like in the exaggeration of the examples we find the best examples. So, for example, you can find here that you spent like so much time like making scheduling meetings in a restaurant. So when you find that you can also delegate it and create an SOP with the name of the restaurants that you want to go to which table or I don't know like it's just an example and the things that we will be finding and to add here, the activities here will be like just an example of the activities that you should be doing. Activities that you should be doing here, the frequency that we are receiving like seeing this activity, or how many times are we doing this, the quad that this activity belongs, that we are focusing in quad one and quad two, right, Thomas? So activities that we should stop doing in the short term and activities that we will be continuing doing in the long term. Is that right?

Thomas S Phabmixay:

A hundred per cent. We need to identify all our quad ones and quad twos and turn those quads to delegate, those quad ones or stop doing them for sure.

WizeHub Coach Raul:

Yeah. And here is the division. So all of this information will help us to identify those activities that we're doing, and take the time Like this is trying to make a difference in the activities that you are doing day by day, by, first of all, visualising the activities that you're doing. Then put in an action plan the things that stop doing these things. An action plan is the things that stop doing these things. So we're going to stop doing who. Here we will have the list of the employees that we have in the business so we can delegate it to a specific person, so we'll see, like so many famous people here. So also, it is important to establish a date that we can measure or progress with this. So by the end of this week, we will be delegating this.

WizeHub Coach Raul:

It's just one example, and here it's the SOP, the standard operating procedure for this. So in this case, email review. We want the people to understand the activities, how we do things and how we consider is the best way to resolve this. So, creating an SOP create a guide that we can also audit from the employee that it's doing and we can see that the person is doing right. And, yeah, when it's complete, it's just here and we will find here a huge list.

WizeHub Coach Raul:

I don't know. In this way, in the Wize Hub I was reviewing one client what activities helping to clean up and I found that the client I don't know if it's here the client, I don't know, I don't remember the name but the client had her swimming. It's an activity that he obviously cannot delegate, but he added everything that was part of his day and he considered that part important because he's like I need to get more free time to continue doing this thing for my health. So it's one of the things that blow my mind when I read that and say, wow, this is really good, I love that.

Thomas S Phabmixay:

I love having it there. All right, thank you so much, Raul.

Wize Mentoring:

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