Austin, John, and Amer discuss their Christmas plans and the importance of work-life balance. Austin is looking forward to a work trip in January where he can catch up on sleep, while Amer and John share their perspectives on maintaining healthy boundaries and avoiding burnout.

The group explores Amer's tendencies to be slow to respond to messages and calls, and the impact this has on his relationships. They discuss strategies for Amer to be more responsive and transparent, while acknowledging the challenges of balancing multiple priorities.

Amer shares that his business has made significant progress in developing a more effective sales process, including training closers, implementing a coaching-based approach, and creating systems to better track and follow up with leads. This has led to improved closing rates and operational efficiency.

Despite a temporary dip in sales, Amer has invested in building out the business infrastructure, including hiring new roles, improving marketing and lead generation, and reducing his direct involvement in coaching. He believes these changes will drive long-term scalability and profitability.

The group discusses Austin's son Henry, who is significantly larger and more physically imposing than John's son, leading to speculation about their future athletic potential and genetic differences.

• Rydel is overhauling its coaching model from a siloed, meeting-heavy structure to a single-coach model, freeing up franchisee time and focusing support on their weakest areas.

• The new model combines generalist coaches with on-demand Subject Matter Experts (SMEs) for deep expertise, using a "traffic light" KPI dashboard to quickly identify problem areas.

• The CEO's recent meeting demonstrated a powerful moderation technique: enforcing a strict agenda and no-slides rule to cut meeting time by ~50% while increasing critical discussion.

• A debate on franchising vs. corporate-owned growth highlighted the trade-off between rapid expansion (franchising) and higher profit margins (corporate), with the key differentiator being the owner-operator's long-term commitment.

• Austin owns two of Rydel's eight strategic initiatives:

  1. File Drive Cleanup:

     • Problem: An informal Google Drive system with incorrect permissions and redundant documents became unmanageable for the 80-person team.

     • Solution: Migrate all files to a new "Shared File Library" with G Suite-managed permission groups, creating a single source of truth and a virtual ops manual.

  2. Coaching Team Development:

     • Problem: The previous model of specialized coaches (sales, production, business) led to redundant meetings for high-performing franchisees and failed to focus support where it was most needed.

     • Solution: Implement a new model with a single, generalist coach per franchisee, supported by a pool of on-demand SMEs for deep expertise.

• Old Model:

  • Specialized coaches (sales, production, business) met with franchisees on a fixed schedule (e.g., 7 meetings/month).

  • This created redundancy for high-performers and didn't focus support on a franchisee's weakest areas.

• New Model:

  • One generalist coach per franchisee.

  • Coaches are cross-trained on all business pillars (sales, production, finance) for "whole thinking."

  • Coaches use a "traffic light" KPI dashboard to quickly identify red/yellow areas and prioritize support.

  • For deep expertise, coaches can deploy on-demand SMEs (e.g., a production manager) to provide targeted, hands-on help.

• John's Question: Why franchise, given the heavy support infrastructure, instead of growing with corporate-owned stores?

• Austin's Rationale:

  • Faster Growth: Franchising enables more rapid location expansion.

  • Owner-Operator Commitment: Franchisees have significant sunk costs (financing, 5-year minimum term), creating a stronger, longer-term commitment than an employee.

  • Entrepreneurial Profile: The model attracts owner-operators, not managers, who are willing to take on risk for greater reward.

• The CEO's meeting demonstrated a highly effective moderation technique:

  • Strict Agenda & No Slides: Enforced a firm end time and banned slide decks, forcing concise, critical discussion.

  • Efficient Moderation: Guided the conversation to stay on-topic, cutting meeting time by ~50% while increasing productivity.

  • Unique Ability: The skill to listen for what matters and remove signal from noise.

• Project Management: A Udemy course on project management.

• Hiring: Who by Geoff Smart.

• Integrity: A shared document defining integrity as:

  1. Keeping your word.

  2. Notifying all parties if you cannot keep your word.

  3. Cleaning up any resulting mess.

This Week on The Weekly Call
Co-host John Morgan III sits down with Scott Dedels, a respected crypto expert based in Kelowna, British Columbia, for a wide-ranging conversation on the realities behind digital assets.

Scott brings years of hands-on experience in cryptocurrency, blockchain fundamentals, and the evolving Web3 landscape. Known for his practical, no-hype approach, he breaks down complex topics like Bitcoin, altcoins, market cycles, and risk management in a way that’s accessible to both newcomers and seasoned investors.

In this episode, John and Scott discuss where crypto is today, common misconceptions, what people should actually be paying attention to, and how to think long-term in a fast-moving, often misunderstood industry.

Whether you’re crypto-curious or already deep in the space, this conversation delivers clear insights, grounded perspective, and real-world experience you won’t want to miss.

• CEO coaching impact at Rydel → ex-CEO facilitator drove future-only focus, defined 8 KCIs tied to a 2031 revenue goal; owners present progress tomorrow

• Org alignment → mitigate siloed thinking as team scales (3 → 120 relationships), assign single-threaded KCI owners, and demand outcome-focused, data-backed cases

• Marketing leadership → new head prioritizes reliable data, base ad-spend momentum, and annual ROI thinking; December 19 staffing gap forces ad budget decision

• Alternative considered → split stations but run between each to simulate fatigue; consensus leans to true solo baselines first

• Capability clarifications → Amer can complete 1,000m ski/row by pacing vs intervals; confidence-building needed via measured tests

• Role split in race → teams rarely go 50/50; align to strengths (e.g., sled push load feasibility), and choreograph transitions together

• Performance goals → stretch: top 25; sub-60 min likely unrealistic given current run pace; use Ottawa trial to set aggressive but real targets

• Ottawa trial → Feb 15 in-person dry run to test pacing, transitions, and failure points safely; highest learning ROI vs individual practice

• Pairing model → Adel matched with retired ex-CEO (Crayola/Hallmark) via profile of stage, personality, and challenges; 2 full-day team sessions/year

• Facilitation craft → future-only framing with explicit yes from each attendee; redirected any past-focused remarks on the spot; met 1:1 at lunch to vent/close loops

• Talk-time split → ~25% facilitator, 75% team; brief teaching blocks (~20 min) + moderated discussion

• Intake & agenda → anonymous prework surfaced strengths/weaknesses → day focused on defining top initiatives to “deserve” 2031 revenue goal

• KCI outcome → group debated 17 → 8 KCIs; each KCI has a single owner accountable for orchestration across silos; progress review meeting is tomorrow

• Decision hygiene → facilitator stayed neutral, pressed for objective business value, and required owners to translate passion into cross-functional outcomes

• Relationship explosion → management grew from 3 to 16; interaction lines grew 3 → 120 (N*(N−1)/2) → more conflict/coord needs

• Whole-thinking lens → consider each object’s relationships to all others, not only “my function vs the thing”

• Meeting mechanism → everyone pitches priority initiatives; group selects few; single owner quarterbacks cross-functional execution

• Strong-but-timid ideas → owners expected to self-advocate; light prompting on outcomes; “natural selection” if the case lacks clarity

• Emotional spikes → facilitator acknowledged care, insisted on translation to business value; did not match energy; kept room grounded

• Hiring journey → struggled to find autonomous marketing owner; new leader from a different industry is working due to depth on metrics + ownership

• Data discipline → focus on fewer, reliable, raw data points that tell a coherent city/trade/lead-cost story; avoid noisy inferred metrics

• Spend momentum → maintain base ad spend in off-season to preserve algorithm learning; annual ROI > monthly; educate franchisees at network scale

• Stakes ↑ → guidance affects 30+ owners; requires taking stands with clear why

• Seasonal wrinkle → Dec 19–early Jan sales capacity near-zero; must adjust ad budgets to avoid unserviceable lead inventory vs losing algo momentum

• Project management gap → difficulty isolating bottlenecks from noise; risk of over-involvement; needs sharper owners, milestones, scorecards, comp linkage

• Solver addiction → urge to fix everything reduces team self-advocacy; practicing boundaries to let owners own outcomes

• Definitions matter → deepen rigor on integrity, responsibility, accountability; “how” now outweighs “what” at scale

• Identity vs results → over-attached to monthly sales; learning to accept short-term dips to grow managers and systems

• Anxiety management → hired PA (Ben) for 2–3 hrs/week as prioritization sounding board; structured check-ins, guided questions, RICE scoring to de-conflict urgency vs impact

The meeting begins with Austin introducing Devon Thomson, the VP of StudentWorks, as a highly capable and humble leader. The group engages in some friendly banter and reminiscing about past trips and events.

John asks Devon to provide an update on his role and the progress of StudentWorks since they last spoke, which was likely around 3-4 years ago. Devon shares that the company has grown significantly, with the painting and window cleaning divisions now generating $44 million in revenue, up from $28 million previously. He highlights the launch of a new polymeric sanding service that has been a major growth driver.

Devon explains that a key focus has been doubling down on coaching and training for their junior coaches, with weekly calls and a coaches retreat to help them improve their sales, recruiting, and leadership skills. This has led to significant improvements in operator averages and overall business performance.

John raises concerns about the financial literacy and profit tracking of some StudentWorks operators, noting that there can be a significant gap between their perceived and actual earnings. Devon acknowledges this challenge and discusses the efforts to provide more financial education and accountability, including bringing in outside experts to help operators better manage their finances.

The group delves into the nuances of effective coaching, discussing the importance of maintaining a positive, encouraging mindset rather than a moralistic or judgmental approach. Devon shares insights on how he and the StudentWorks team work to keep their coaches focused on being their operators' biggest cheerleaders and supporters.

Amer asks Devon about his personal accountability structures, such as working with a life coach, mastermind group, and therapist, as well as the role his fiancée plays in keeping him centered and focused on his values.

In the final segment, Austin and Devon discuss the dynamics of coaching relationships, including the potential need to transition to new coaches or roles as both the coach and the operator evolve. Devon shares his perspective on how he has adapted his own role and responsibilities as StudentWorks has grown.

Amer, Austin, and John engage in casual conversation, discussing Amer's Airbnb accommodations and the structure of Amer's regular group meetings, which involve sharing updates on business, finances, and personal life, as well as dedicated "opportunities" and "challenges" sessions.

Austin seeks John's advice on optimizing his capital allocation between paying down his mortgage and investing in the stock market. They discuss the nuances of mortgage interest rates, investment returns, and the importance of considering investment time horizons and valuation metrics like the Shiller P/E ratio.

Austin shares information about a unique mortgage renewal process in Canada that allows for lump sum payments to the principal, which could enable him to strategically time large mortgage paydowns.

John and Austin discuss the importance of thoroughly understanding the assumptions and valuation metrics used in syndicated real estate investment opportunities, rather than relying solely on the recommendations of others.

John shares anecdotes and insights about the joys and challenges of parenting his young son, including sleep training, introducing solid foods, and engaging in playful interactions.

Austin shares that he has been struggling to manage his computer's storage and memory, often getting notifications about running low on space. The group discusses the differences between Mac and PC users in dealing with these types of issues.

Austin recounts his recent experience helping his sister buy her first new car. He describes the negotiation tactics used by the car salesperson, including the "four-square" method, and how he tried to advocate for a monthly payment his sister could afford.

The group discusses the pros and cons of buying a brand new car versus a lightly used one. Austin explains his preference for "newly used" vehicles to avoid the initial depreciation, while his sister wanted the certainty of a new car and warranty.

John shares that he recently spent time with people in their early 20s and made observations about how they rationalize their decisions, often justifying them after the fact rather than making choices purely based on principles.

John and Amer mention that they have additional private conversations on their Patreon group, the "Weekly Ballers", where they discuss more personal and financial topics that they don't want to share publicly.

The group discusses their shared love of movies, particularly older films that younger generations may not be familiar with. They bond over their ability to quote movies and discuss actors' filmographies, noting the generational gap in movie knowledge.

John describes the game Skull, which he recently played with the group for several hours. He explains the game's origins in poker and how the designer aimed to eliminate the need for monetary stakes. The group discusses the game's mechanics, including the "over-under" bidding strategy.

The group explores the standardized design of board game boxes, drawing parallels to nutritional labels on food products. They discuss how these standards have emerged organically in the board game industry.

Austin and Amer discuss the possibility of participating in a High Rocks fitness event, a challenging obstacle course competition. They weigh the pros and cons of competing in the open or pro division, considering their respective strengths and weaknesses.

After deciding to compete in the open division, Austin and Amer agree to set specific training goals and milestones, such as running 10km in under 55 minutes and practicing the event's individual exercises. They also discuss finding a local Hyrox simulation event to participate in.

The group summarizes the key decisions and action items, including creating a shared spreadsheet to track their training progress. They agree to stay in touch and continue planning for the Hyrox event.