My Take On Revenue
If you were to ask me what my exact profits for KAS Placement were this quarter
, I would not be able to tell you. I know we have done better than last quarter, but beyond that my sense of our revenue is very vague. Interestingly enough, many of my family members who are also very successful at what they do are the same way. They have a general sense of their financial success but would be unable to tell you the specifics of their revenue. We have many clients who own publicly traded companies around the world. They have to watch their dollars and cents more closely than I. However, they are not all that different because they are watching these numbers for the reason that they feel that they owe the shareholders results for the money that the investors have put into the company. Some of our most favorite clients are CEOs of public companies. When it comes to free thinking and entrepreneurship, they are some of the best at what they do.
To give you an example, I was at the Apple store in Midtown Manhattan a few weeks ago buying some Apple computers for the office. When I was waiting in the long line at the cash register, I felt content not knowing what our profit was. I am not concerned with our bookkeeper telling me I spend too much. I'll leave the worrying up to them; it was not their idea to begin this business nor could they run it. They can complain all day, but I would just find someone else who understood my perception. Yes, I do spend a lot of money, but its on my employees and our business, and therefore I see it as a wise investment.
Until people stop hiring and using our services, we will be profitable, and until we stop making a profit, I will continue to make generous investments in my business. Now, this sounds sort of odd in a society in which we are taught to count every dollar we have and save that money for a rainy day, but I figure that the more generous I am with my business, the greater its yield will be. Nobody ever created something great with a rainy day fund.
I am more concerned with how much my employees make than I am with how much money I keep for myself. Each person here receives a portion of the revenue which we take in. Just like a CEO of a publicly traded company owes his investors his or her blood, sweat and tears, I owe this to my team. Statistically, with the accounts which we take on, our team lands about 80% on contingency and we haven't missed a retained account in years. That is their work, not mine. True, I am the person who interviews the all the candidates and speaks with the clients. I was given an above average gift for being able to decipher who is and who is not an effective sales person. But beyond that, I am proud to say I am the most useless person in the office. On my free time I enjoy writing for the website because I get a kick out of people commenting and actually reading what I write. The article you are reading was programmed by somebody here who figured it out all on her own and saved me from having to hire a separate programmer.
Getting back to the point, I owe a lot to my team because they work to make sure my clients are satisfied and have brought to life what began as a kid with an idea in a studio apartment in New York City. Every three months, I ask our bookkeeper if we did better than last quarter. Luckily, the answer has been yes for some time now. Here is what matters most to me:
1. The drive to work hard. What each person here has made this year thus far and how much they ought to make and whether that figure is going up month over month. If that number ceases to increase, I am not doing my job. However, there is one thing I could tell you about the people here. If you were to take away 80% of our recruitment resources, we would still fight to find a way to make sure that our firm completed the job.
Another belief I have about the people here and what I love about them is that if you were to take away everything and start from scratch (taking away our loyal clients, taking away the reputation we have built, taking away every dollar in our bank account) I can still guarantee that if you were to put us together in an apartment, would figure out a way to succeed all over again.
2. Being able to give back. As our business grows, we want to start giving more back to others who need it. Personally, I have a soft spot in my heart for animals and families of fallen troops. My employees have chosen to donate to Doctors Without Borders.
Ken Sundheim owns a sales staffing and sales placement agency in New York City sales placement nyc sales staffing with a quickly growing marketing staffing and marketing recruiting division marketing staffing marketing recruiting KAS Placement is located on the Upper East Side of Manhattan, New York City.
by: kas ksundheim
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