Even if you have the best product available, it doesn’t mean anything if you don’t have an equivalent marketing strategy in place. The CEO of GrowthHit, Jim Huffman, takes this time to share his expertise and experience when it comes to growth marketing. Learn how you can look at marketing from the mindset perspective and be able to take into account everyone’s ideas to formulate your strategies. Understand the importance of being honest with your goals in dictating the strategies that you’ll be able to utilize. Jim also discusses the concept behind running pre ads and how it can boost your lead generation and conversion rates. In addition, he also teaches how you can invest in advertisements not with money, but with your time instead if you’re quite reluctant in spending your dollars.
Listen to the podcast here:
The Consultant’s Guide to Growth Marketing with Jim Huffman
I hope you’re having a wonderful day. I’m excited to have Jim Huffman joining us, Jim, welcome.
Nice to be here. Thank you.
Jim, you’ve grown to startups from an idea to over $10 million in sales. You spent millions of dollars on ads, you work with clients FedEx, Oreo, and Intuit, and a whole bunch of others, if you would, likely know. You’re also a bestselling , who happened to push out Seth Godin from the number one spot for a few days. You can claim that. We’ll get into all that and break it down here. I want to make this valuable. Let’s start off with your early years because it appears that you pretty clearly have an obsession with marketing and growth. Where did that come from? Take us back to your early years. What were the starting points of your connection to marketing and interested in growing it?
It’s interesting because I didn’t start marketing. I started in finance. As a finance major, I worked at a small investment bank that did mergers and acquisitions. What all that means is for small companies it’s a CEO that’s about to sell his company from $50 million to $500 million. I was able to come in at that stage and help value the business. What was interesting is if I’m lucky enough, I could be in that meeting, and I would ever talk in the meeting. I was an analyst. I’d only talk if the numbers were wrong, and they’d yell at me. Hopefully, they weren’t.
You’d be in these meetings with the MBAs, and there’ll be lawyers, but the most impressive person in my mind was always the entrepreneur who took this idea and grew it and turned it into something. I was like, “I want to be on that side of the table. That’s who I want to be working with or working for.” I left investment banking and this was 2010, and that’s how I got into startups. I was like, “I want to be along for the ride.” I joined a start-up. I was essentially an email marketer copywriter, so I go from doing formulas in Excel to trying to come up with catchy subject lines.
What’s nice for anyone who’s worked at a high growth company, I was employee 29 at this one. I was there until employee 150. If you’re able to survive it, you can get a lot of responsibility in a short amount of time. I was able to do some stuff well on the email side. Let’s figure out SEO. They launched an eCommerce division. They’re like, “Jim, that’s you. Go figure it out.” By being somewhat okay with drinking from a fire hose, you get exposure to all these things. If it’s a company that’s doing well, you get to see a lot of things.
From there, I went up to New York. I went to work for another start-up and I was now the Head of Marketing and Head of Growth. I was figuring things out, I got connected with a few venture capital firms. It’s like, “You should talk to these other founders that need some help with growth.” That led me to do some consulting. I started teaching at this place called the General Assembly, which is continued education for professionals. It was all a domino effect that led to this roundabout road of marketing and digital. It was all from that interest of being inspired by these entrepreneurs that were growing and selling businesses.
Let’s talk about marketing from a mindset perspective because in your firm growth you put a large emphasis on ROI, Return on Investment. What I’ve observed, and I find interesting is that many small business owners, many entrepreneurs, many consultants, view marketing initially more as an expense than they do as an investment. With an expense, you look at it and go, “How much does it going to cost me?”
Essentially, there’s a reluctance to put more money into marketing because a lot of people view it as, “I don’t know if it’s going to grow and I don’t know how much result I’m going to get from it.” When you look at those funded startups or anyone that’s focused on growth, it seems that they’re embracing this idea and this notion of investing more into their marketing, knowing that’s helped them to grow. Can you talk about that for a minute in terms of your perspective around the mindset of marketing as an investment rather than an expense?Be honest with what your actual goal is because those numbers absolutely can dictate the strategy of can you do things that don't scale or things that do scale. Click To Tweet
Absolutely. Where you can get into trouble is where these departments or divisions are siloed and they’re thrown this budget and it’s like, “Make it work.” It works extremely well when there’s more intersection, collaboration, and shared information, because ideally, it shouldn’t be like, “You come up with your ad copy, run your ads, and here’s your budget. Go.” If growth, product, sales, operations, and customer service, are able to collaborate and have some touch points, that’s one when the strategy becomes a little bit more unified.
Also, it’s not about budget allocation. If growth is understanding the problems that are happening across the full-funnel, if they’re able to add value, run campaigns that know those objections at the bottom of the funnel, they know this use customer services having they’re speaking the language of the salespeople. That creates a much better cohesive strategy for going to market. The other thing is why are we limiting these budgets? If you can understand your unit economics in business, the customer acquisition costs, lifetime value. Also, payback time, it should be more about, let’s prove those unit economics and scale as much as we can until there’s diminishing returns.
What you’re talking about is relevant for the company that has departments, a big team. I want to bring this back to let’s say, the independent consultant or even a small consulting firm owner. Let’s use an example. They’re doing great work and they have a client base but now they want to grow further. If you are in that position where let’s say you’ve already established yourself and you have a nice little base of clients, but you haven’t done much marketing. Where would you start? For you personally, what would you start doing from a marketing perspective to help you to grow your brand and start filling the pipeline to generate more leads? What would be top of mind for you?
First, I’d want to be honest with what my actual goal is. Is that 2, 10, or 50 more clients because those numbers absolutely can dictate the strategy of can you do things that don’t scale things that do scale. What is the time horizon in which you want to close those? If it’s me starting out, and I’m an agency and let’s say your monthly retainers over $5,000 to $10,000 your annual revenue from one client could be strong. I would want to do a bottoms-up approach almost like an ABM account-based marketing strategy. I love SaaS companies that do over X amount and revenue or have X amount in funding or their Alexa ranking is between 6,000 and 700,000, or whatever so you know they have enough traffic.
If you can pinpoint your persona, I would want to try and get an exact customer list of who are the heads of marketing, and the CEOs. I would start doing pre ads to them. I would then do a cold email outreach strategy and because cold email is super annoying, I would make it benefit-focused. We’ll do a free audit, teardown, or whatever that is. The other thing is I would also be looking at what tools are they using, what newsletters do they subscribe to, and who are the thought leaders? How can I attach myself to them so I can do a webinar or do some content series with them? That would be something I would be doing if I’m a consulting firm. Something we did is and we can get into this whenever we had a huge downturn during COVID. We lost a lot of our business because we were going through that exact same situation.
We’re going to get into that here a little bit because it’s an important story for everyone to hear more about. You mentioned that when you were breaking down what you did you or what you think people should do is pre ads. For people that aren’t familiar with what that is, can you talk a little bit more about what you mean there?
If you’re doing this account-based marketing strategy, where you’ve identified your customers, you’re going to eventually do cold outreach to them, but whenever they see your name or brand come in the inbox, you don’t want them to be like, “Who the heck is GrowthHit?” Ideally, if two weeks before you send that cold email, you can run an ad to them but I would not make it an ad that’s trying to sell at all, just add value to them. If you’re a SaaS business, it’s like, “Here are the SaaS trends to know for 2020 or ten tips to reduce churn for SaaS or whatever that is.” That way, when they see your name in their inbox it’s like, “I’ve got the download for them or I see them posting thoughtful content.” There’s that positive connotation, so hopefully increases your open rate and hopefully increases the engagement rate on it.
Take me back to the mindset that you bring to this because some people might read and go, “You’re saying that I need to spend money on ads. I need to get in front of people beforehand. Maybe I should send them emails instead of spending the money on ads, to begin with, because I’m not sure how much to spend so on so on.” When you look at this, I’m guessing here, but because it’s probably the way that I look at it as well, you’re going to have to spend and invest some money into this. The value of one client, let’s say, the agency for example of people paying you between $5,000 to $10,000 a month.
We’re talking about $60,000 to $120,000 clients so it’s okay to spend a few thousand dollars, a couple of thousand dollars, or whatever it might be to get things moving if it’s going to help you to increase your overall response rates. Also, the number of conversations and therefore the number of deals and clients you pick up. Is that how you think about it? Is there something else that you tell yourself in terms of being prepared to invest money in marketing?
That’s absolutely what I think about it’s like, “I’m going to spend this money.” If you close one deal, you’re going to pay yourself back in one month. Especially, when you’re focused on targeting your spending to get in front of those people is not going to be significant in terms of what that annual retainer looks like. The other thing is if you’re a little apprehensive to spend your dollars on ads or on making content, instead of investing money you can invest your time. That’s one thing I did when I was starting out the agency. It’s like, “I have some connections with some interesting accelerators and VC firms. What if I told them, ‘Do any of your clients need free work? I’d love to help out?’” A lot of times, it’s about building your reputation. It’s about building your case studies and you might do such a good job, they’ll be like, “We’ll pay you to keep doing it.” That’s another thing that you could do. When you’re doing free work, you want to be cautious. Is there a potential light at the end of this tunnel? Is there a potential ROI in this as opposed to being taken advantage of?
That’s important because I see this all the time where people are thinking more short-term. They’re like, “I have to put this money out.” They’re not seeing the long-term picture, which is this is an investment. If you invest, let’s say $2,000, or $5,000 into marketing that can help you to grow your brand and grow your business, and you pick up one client your average client is $50,000 over a twelve-month period, which is low for a lot of consultants. You’re getting ten times the return on investment if you’ve invested $5,000. Where else can you get ten times to return on investment in a few months? You can’t get in the stock market and it doesn’t happen in real estate.
There are few places where you can do that and where you can do it consistently that you can in your business if you have the right foundations in place in terms of who your ideal client is, have the right messaging, marketing, offers, and all that. That’s why I’m spending a bit of time here because I’m hoping that this can bring a little bit of light to those that are maybe a little bit apprehensive around marketing that this is the way to grow. In fact, maybe you could speak about this, Jim, but the companies that you’ve worked with where you’ve seen the greatest growth, what percentage of them are focused on investing in their marketing?
I would even take it a step further. Not focus on investing in their marketing but focus on adding value to their customer and user, whether that’s being a thought leader doing SEO driven content, or knowing where they live online and being able to participate in those conversations. I put it as investing in that distribution strategy, that acquisition strategy paid a free community base. It has to be the core of what you do and that’s why some of these companies we work with the CEOs are the best CMOs, because they’re so focused on that, and that’s driving their overall strategy.
Let’s not talk about this experience that you had. I know you’re not alone, because the last little while, since about March of 2020, with COVID, and everything happening in the world. It’s been a challenging time for many people and we’re not even talking about the health side of things and the impact of the loss of life so forth. You share publicly about your experience during that time where you lost a lot of business, but you did take steps to bounce back. Walk us through what, first of all, happened in your business?
It’s early 2020, which feels like a decade ago and things are going well. As an agency owner, I was finally able to fire myself from a lot of the work and have some amazing people that were doing the work I did significantly better. We’re pacing out to hit seven figures, so we’re about to make some key hires. This is late February. COVID hits and overnight, essentially, in 48 hours, half of our business almost $500,000 evaporated because we’re not employees, we’re a consultancy. A lot of our clients raise money so they’re already on a tight burn rate. The first thing to go is agencies and consultancies. A few emailed us like, “We need to pause.” I’m like, “That’s not a big deal. That’s fine.” Six more and I was like, “This has to stop. This is painful.” That happened.
I got COVID. I was traveling for work. I gave it to my wife and as you and I talked about, I have two daughters. We have no child care. We have COVID and are trying to take care of them and my business is collapsing. It was an interesting March for me for sure. We’re healthy. Luckily, we didn’t have any respiratory issues, so I can’t complain. There are many other people going through much worse stuff. For me, relatively speaking, it was definitely a big shift.
Talk to me about it. Without hitting too much on the health side, let’s keep this more focused on you first. From a business perspective, mindset, and human perspective, as you’re getting those emails, what’s going through your mind when one after another client saying, “Let’s pause. Let’s stop.” Walk us through and share with us what you’re feeling inside as you’re getting those emails.
At first, it’s denial. It’s like, “That’s only a couple.” You’re then helpless. It’s like, “This is going to be everybody.” I was able to default to a game of math and numbers. I’m like, “We’ve lost half our business. How are we looking on burn rate? How are we looking at monthly revenue?” I was trying to figure out the numbers of how we are from a sustainability standpoint with our business. That’s also when I was sick, so I can’t even focus because usually a lot of people when your backs against the wall you want to act and do stuff, but luckily it happened on a Friday. I slept all weekend because I couldn’t focus or stay awake for more than 2 to 3 hours.Whenever you're writing a book about growth marketing, have a good strategy on marketing the book. If not, nobody's going to believe it. Click To Tweet
Coming out of it, a lot of business owners, agency owners, you put this pressure on yourself, you have to come up with the solution and you have to be the one that has the answers. I was like, “What if I do the opposite of that?” I started setting up phone calls with who I thought were the smartest people I knew, my executive coach. I was transparent. I’m like, “Here are my numbers. Here’s a situation. What should I do?” I did that with my team as well and from that by getting everybody’s thoughts and opinions, it helped me come up with my strategy. I was defaulting to being open rather than being close was something that worked out to be helpful.
I’m glad that you’re sharing that. First, before you share with us what you did and the result of that, what was the advice that you got? What were you hearing from other people as you were talking to them?
The thing is, I got so much advice and some that I didn’t take. Some I did the opposite of from smart people but it helped me do that mental exercise of, “Let’s look at these extreme scenarios and want to do.” One was, do super lean and fire everybody except for a few people and ride this out? Another was, let’s keep everybody going on the offensive and know that this thing’s going to turn. The other thing is, do we change our offering? Do we make different services for people to be priced on or industries are doing well? Do we price up? The other is, change your go-to-market strategy.
As I’m thinking through this, the thing that I couldn’t let go of was we finally had a strong team. I knew that our clients were happy in good times, because retention was good, and they told us some. If we can weather this out, I feel confident that we’re going to come out of this even stronger so I made the intentional decision to hold on for three more months. Keep everybody and see how things turn. It was helpful to hear the other option of not doing that. That’s the solution I came to.
Before you share with us what you then did in terms of going on the offensive, did the thought of, “This sucks. I’m not meant to be doing this?” Was there any negativity that pulled you down that entered your mind or your stomach during that time?
There’s negativity. I couldn’t sleep and I’m anxious, but never to the point where I’m like, “I’m done. I’m out of this.” I don’t want to have to get a real job. To me, that would be the worst. I was like, “I don’t want to have to go clean my resume.” I don’t even have a resume. I don’t even know what that thing would look like. My wife also has a job. Worst case scenario. We’re going to be fine and I feel confident I could get 1 or 2 clients to pay for me. I tend not to reference The 4-Hour Work Week but he has this idea of fear setting where it’s like what is that worth, worst-case scenario, and when you think about it, it’s not as bad as all this worrying you’re doing can lead up to it. I try and be somewhat looking at things from a 30,000-foot view and that these problems aren’t into the world and they aren’t dire.
It’s important that you mentioned it. It’s true that most of the things that people spend time worrying about never end up happening. You can focus on all the potential and the good stuff. The chances of that happening because you’re focusing on it end up increasing. It’s the way to go in my mind but everyone’s going, “Jim, let’s hear what you did. Tell us how you get through this.” Break it down for us. When you decided, “I can now operate and function. I’m past that stage of COVID. I need to start growing revenue and building things back up again.” What was the first thing you did?
What’s nice about an agency or consultancy, we’re not selling T-shirts where we need to find 1,000 or a million people to buy something. We wanted five and five is an obtainable number, so it’s like, “We want five businesses to want to work with us.” One thought was, do we look at the existing industries that we’re targeting, regardless of if they’re going up or down, and give them a different offering? What industries are thriving now that they need our help more than ever? It’s because eCommerce went from 11% of overall purchases to 30%. Online education is skyrocketing. This work from 澳门游戏开户home environment is skyrocketing so we started narrowing in on the industries where we could help. Let’s go after them.
The other thing is we wanted to default to create more than we consume and meet people where they are because no one knows what’s going on. How can we help them by being thought leaders putting out content to let them know that Growth Hit is around and exists? What does that mean? We started increasing our frequency of publishing content. COVID hasn’t happened before but there have been downturns and there have been companies that have emerged out of downturn stronger than ever so we started publishing content on them.
We started publishing on mental models and frameworks that executives and CMOS should be thinking through to navigate this. We started increasing the webinars we were doing with partners and even hosting some on our own so that was another thing. We increase our ad spend on Google Ads and on LinkedIn. The thing that also worked well was that ABM Strategy. Once we outlined the industries that were doing well, we started building up our database of, “Who are these companies, who are the people of these companies and how can we get in front of them with this content that we’re doing?” Also, us, as an executive team publishing more on LinkedIn. All of those things combined we were able to close the gap on what we lost in 60 days by doing a combination of those tactics.
As an example, let’s say one of the companies, not to name names if you are not able to, but how did it break down in terms of what worked? Like, “We landed this new client.” Where did it come from? What was the path for them? Was it a webinar? Was it emails? Walk us through what that looked like?
We kicked up our partnership with one of the tools that we use and they are referral sources so that one was luck, not necessarily from what we did. The ABM strategy led to two of them, which was pretty significant for us and those were both industries that were doing quite well. A third one came from our ad strategy. The fourth one was a referral. The fifth one was from a webinar from another partner. I don’t know if that’s helpful to see the mix of it.
What I’m taking from that is you mentioned this account-based management and campaign approach, where essentially you’re getting clear on who the ideal client is. You’re seeding with making sure that they’re familiar or at least know of your brand and you’re getting in front of them with emails. Were there some phone calls and that mix as well or was it some ads and emails? What does that look like?
I can give loosely our funnel for that. It’s running the pre ads, it’s doing the email outreach. The email outreach is essentially us doing a free audit. Once I say yes, we’ll book a time we’ll do the free audit and when we do the free audit, we’re doing two things. One, we’re giving value. If we are running your site from a growth marketing CRM perspective, here’s exactly what we would do. The other thing we’re doing is we’re making an ROI model because we want to understand their traffic volume, their revenue per month, their existing conversion rate. If we can do what we say we’re going to do and get a 10% to 50% lift, we want to show that we more than pay for a retainer. That is two things that help us qualify them as a potentially great client for us and two, it helps them see that, “This is a worthwhile investment for us.” After we’re able to do that, it goes into the SOW and the contract phase.
The overall theme that I’m taking away so regardless of whether it was a referral, webinar, ads, or it was an account-based approach, what you didn’t do was less. You increased your activity at a time when many people were decreasing their activity. You were spending more money on ads when a lot of people were cutting their ads. That’s the lesson, the insight or observation for people to hear. You are throwing a whole bunch of stuff at the wall and hoping that something was going to stick. You had a plan you worked on, it doesn’t mean that every part of the plan necessarily worked as quickly as you’d like it to. You didn’t sit back. You took action and the main thing was you’re getting in front of your ideal clients consistently over and over until things started to connect for you.
That’s exactly right. The other thing that I’ve been not great at is sometimes being decisive and moving quickly. There’s a thought that if you can make a decision and it’s somewhat reversible and it’s not going to kill your brand or hurt things make that decision yes or no, but quickly. We defaulted because we had to make swift and quick actions and that’s what led to testing and doing all these things. We’re still testing and doing those things. Where we see a return, we’re investing more and where we don’t, we’re pulling back. It forced us to be swift and decisive, which I wish I could say I was one of those CEOs that was like that all the time but I’m not. I’ll sit on ideas for weeks or months and not act.
That’s a perfect transition to my next question, which is, I’m thinking, what did you learn from this experience that you can now apply going forward? There’s always that silver lining and there’s no such thing as a “mistake” or “failure” as long as you’re learning from it’s a learning experience. I hear one thing and it sounds like you hit on the importance of making decisions maybe a little bit faster. What else? You’ve passed through, you’ve gotten back up to where you were before close to it or maybe even exceeding it. If you look at what happened in that situation, is there anything that you have put into practice and a place that would help you so that the same issue wouldn’t happen? Is there anything that you wish you would have done? What are the lessons learned that you think others could benefit from?
This one is the biggest for me and a lot of consultants or agency owners are in this boat where you don’t necessarily have a repeatable and scalable way to get new business because I fell into that category. It’s like, “We’ve got a referral. Cool. The lead came in. We don’t know how that came in but let’s get on the phone with them.” That was fine because times were good and we were at full capacity. The second we lost half our business I’m like, “We need to get more business.” We’re a growth marketing agency and we didn’t have a repeatable scalable way to do that. We are truly the cobbler with no shoes so it made us get disciplined in what are our growth levers? What are the actual acquisition costs on those? How do we pull those? It’s made me much more focused on that.Getting everybody's thoughts and opinions can help you come up with a strategy. Click To Tweet
Also, I was doing a lot of offline workshops and teaching that led to some business that went away. We not only didn’t have repeatable, scalable ways to grow, our main source of new business went away. It made us get focused on that so now we have a model where we know our acquisition costs on each channel and what we’re constantly testing that. That’s been a big one. The second one is this is a little on the operation side but having a healthy cash reserve so when you’re in a position like this, you have a war chest to be playing offense. We were lucky that we didn’t make those two hires we were going to make we’re already overextended. When we lost half our business, we weren’t completely killed because we already had healthy margins because we hadn’t made those hires yet. If we made those hires, the cash management game would have been a little bit tougher.
When you’re looking at your cash now, what is the number that you have from a percentage perspective or the amount of money that you are always looking to have in your reserves?
We want to have over six months of cash reserves in the bank to operate. The problem is as you hire, that bar goes up but six months is the goal. I’d love to be at twelve months as well, but with everything that’s going on six months is the goal.
When you look going forward if there is one area of your marketing for your company you’re focusing on and you’re seeing great results with, what is it?
Honestly, it’s overall content and content distribution, because it was not a priority, it was secondary to doing client work and everything and now, we’ve built this muscle if we need to create content, put it out there, and we’ve been able to keep it up. We’ve launched a microsite called Funnel Teardowns where we’re constantly doing teardowns of high growth companies and what we think they’re doing well on the marketing side. That’s been a good byproduct of this.
One of the questions on this is, a lot of people talk about creating content, but the content is one part. The next is how you promoted them, get the distribution, and get enough people to see and consume that content. What are the best practices that you’re using there to ensure that people are seeing the content you create?
With each piece of content, does this have the legs to be something that could hit the mark so not all content is meant to go viral or get a lot of engagement? When it is something that does, I’m a big proponent of you wanting to stand it up on the various channels that you want and tag the right people. We’re also in a lot of different Slack communities that once we post something, we’ll Slack it through there and ask for likes, comments, and upvotes. It’s doing a lot of those little things to help create conversations and get the content seen.
Before we hop off here, I want to talk about your book for a minute, which is called The Growth Marketer’s Playbook. We alluded at the beginning that you beat out Seth Godin for a short period of time but still, it counts in that top spot. Break down for us what you did in order to have a book that is in a top spot on Amazon, and get a lot of that visibility.
Whenever you’re writing a book about growth marketing, it’s like, “I should have a good strategy on marketing this book. If not, nobody’s going to believe it. I’ve got to figure that out.” This was self-published. I didn’t have any PR or anything. My thought was to approach it, a direct to consumer brand launch. There’s a book called Launch by Jeff Walker. I took a lot of the strategies from that book with this launch, where there’s a lot of pre-selling and pre-hype. I worked on building out my email list. I also did a launch on Product Hunt that same day, because taking a step back, if you want to be a bestseller, number one on Amazon, essentially for 72 hours, you need high volumes of sales and reviews. I focus all the energy to maximize sales and traffic on those three days on Amazon.
I built up my email list, a Product Hunt launched and also, I did a massive giveaway. I incorporated fifteen different partners. I was able to channel all of those initiatives into the same 72-hour window. I had no idea Seth Godin was launching a book at that exact same time. I did not want to time it that way at all. Luckily, it was his pre-launch so he hadn’t turned on his full marketing machine. If he had I’m quite positive, he would blow me out of the water. We focused all of the energy and efforts around that. Also, I did have within my email list a series that once you bought the book requesting for reviews, which helps generate a lot of buzz. The combination of all those things rolled up to get us to bestseller Amazon and beat Seth Godin for 72 hours until he blew past me quite quickly.
I can speak to a lot of the things you shared there not on the product side, but the promotion and getting out that window. It’s also what we’ve also done with three of our books that they were on Amazon going to reach that bestseller status. I don’t think it’s the most difficult thing to do if you’re doing the thing. It’s true execution of the 80/20 principle, by getting 20% of the things that you need to do that will give you 80% of the results. We found that when it comes to launching books is important. For everyone reading that’s thinking about publishing or is in that process, reread what Jim had to share because there’s a lot of gold in it. Jim, where can people go to learn more about you and the work you’re doing?
Our website is GrowthHit.com. It talks about us. I have a blog, JimWHuffman.com, where I talk about some stuff that I’m working on. I’m on Twitter @JimWHuffman. My email is [email protected]. I’m always around and available and love bouncing ideas off of people. I love to connect.
Jim, thanks for coming on here sharing your story and I’m glad that you and your wife and the whole family are healthy after that. I’m sure it must have been a scary and challenging time and I’m glad you’ve got through it and you’ve bounced back both from the business side and health as well.
Thank you. I appreciate it and the same to you. It looks like you’re doing well yourself.
Thanks, Jim. Take care.
- Jim Huffman
- General Assembly
- The 4-Hour Work Week
- Funnel Teardowns
- The Growth Marketer’s Playbook
- Product Hunt
- @JimWHuffman – Twitter
- [email protected]