Creating a new product is a hard job. Creating it with a 100% virtual team is even harder.
This week we take you behind the scenes of a new product we created and launched in just five weeks with a team of 13 people across four continents.
We get really practical and share soup to nuts how we organized things, how we communicated, and some of the key actions along the way that aided our success and efficiency.
Resources Mentioned In This Episode
Loom to make all kinds of videos on the fly
Asana to manage the projects (what we use internally for everything)
- Sections to organize tasks into logical groups
- Milestones to track the big… milestones 😎
- Timeline to see how it all fits together
- Custom Fields to track the status of a task
- Rules to automatically move things along to the next phase
Here’s a glimpse of how you can use the timeline feature, add some dependencies, and get a really clear view of how your project is stacking up.
The Product Event: How To Scale Your Agency To $100K per Month (& Beyond)
We’re hosting a webinar to show off the product we discuss in this episode. If you’re an agency or freelancer who helps people with Facebook ads, then we want to show you the ropes!
Angela Ponsford 0:00
So how many people did you have to organize to get this thing?
Deacon Bradley 0:03
There were 13 people total across four continents putting this project together.
Angela Ponsford 0:09
And how long did it take to create it?
Deacon Bradley 0:11
We did all the content in two and a half weeks, five weeks total to launch and create this entire thing.
Angela Ponsford 0:19
And we ever in the same room with the people that were doing it, not one time.
Deacon Bradley 0:30
Hello, and welcome to the virtual business podcast. On today's show, Angela is putting me on the hot seat. We just created and launched a brand new product to help freelancers and agencies scale their businesses to $100,000 per month. And this is something that people have been asking us to create for years as a part of our Facebook agency tier 11. We've actually taught a handful of people how to do this in live events over the years but they're very Difficult to put on only a few people were able to attend those. And so we're finally finally putting this thing together. And what's interesting though, is, today, we're going to talk you through how we built that product from scratch, organizing 13 people across North America, Europe, Asia, and Australia, that entire thing with over 80 videos in just five weeks to launch. And so as a virtual team, putting that stuff together was fun. And yeah, Andrew is gonna put me on the spot today. And we're gonna, hopefully you'll come away from this with a lot of really practical tips about how we were able to organize this entire effort and get it going.
Angela Ponsford 1:43
Yeah, Deacon, it was an insane effort from you getting this thing going. And yeah, I really want to dig into the actual steps you were taken and what it looked like on your end because I know sitting rip, you know, as a relative outsider on this project. It was amazing. Just to see How you pulled it all together and you got people creating content for you and tech staff. And yeah, like amazing piece of project management there. deca.
Deacon Bradley 2:10
Angela Ponsford 2:12
So yeah, so what exactly were you asked to do? And we'll just adjust. Before we even go into that, like, you're right. We have been talking about this for I mean, years. But I think we we, as a kind of leadership team have been talking about it for almost a full year. You know, I think I remember us talking about it in Seattle last year when we had one of our leadership meetings. But the fact that you just nothing, we hadn't moved forward with it at all. So this literally was like, five weeks. Yeah. So it was amazing to what was this specific ask that you were given by Ralph?
Deacon Bradley 2:46
So the the Ask was, hey, we are going to create a product to help freelancers and agency owners, Facebook ads, actually, essentially do what we have been able to do and This was going to be kind of to two major components of this. The component one is a kind of, I guess you'd call it self study video type course, where we're teaching you and you're kind of learning on your own. And the other component is a weekly live call component. That was essentially how it was originally sketched out. The general mandate overall, though, was, was just that goal of, hey, if we've got people coming to us, and they want to learn how we've been able to do this, what's the best method to get them there? So there wasn't any kind of like, it has to be this exact thing. It was just how do we achieve the goal? What's the best way that we can pour into people what we've been able to learn and go from there?
Angela Ponsford 3:43
Yep. Cool. Okay, so in that, did you have a deadline as well to draft say, I want this launched by this day? Yes.
Deacon Bradley 3:49
Yes, absolutely. It was May first. So we're recording this on, gosh, my logic and make 20 seconds. So we did hit deadline for the product creation, we ended up launching a week later on May 7, but everything had to be done on May 1, like the product existed, and it was live. And I think this was maybe the second week of March. And I was handed. So originally we were we tried this, to do this product, not seriously in the past. And by that I mean, there wasn't a quarterback on the field. It was, Hey, you know, we know what we're doing, we'll be able to pull this thing together. But it was always missing any leadership or somebody organizing it, so it never actually went anywhere. What did exist though, was one Google Doc, where Ralph and Steve had kind of sketched out what they wanted the program to look like. And so Ralph basically handed me this Google Doc. I mean, it's essentially like bullet points. It was probably a page and a half max. And that was the entire program. It was like, hey, put this thing together. By May 1, like five weeks out,
Angela Ponsford 5:03
five weeks, that's a really good point you make there about, we talked about it a lot. And we have the new house to create something like that. But without someone actually leading the project, that nothing happened. Totally move very slowly.
Deacon Bradley 5:18
Yes. And that's always been my my complaint about the way things are done here in there is if you don't actually put somebody in charge of something and say, you own this, get these results, it's not gonna happen. And it was the same with the podcast, I took charge of the podcast, this was on my plate. And so as a result, I had not just the responsibility to you guys to like launch and follow through on this thing that we'd been talking about. But I think for me, what that delivers, that's most important is authority, and accountability. And so if Ralph is handing me this project and saying, get this thing done, that's also kind of blessing me with that authority. To do what you need to do to get it done, ask for help where you need to help, like pull in other resources, get it done. And so that means the big thing that having that one person in charge delivers that you can't have without, without a single point of person leading it. Yeah.
Angela Ponsford 6:16
Yeah, totally. Yeah. It's super obvious, but obviously super important. Okay, so you've been given the task. You've got the Google Doc with the bullet points. What tip steps did you take in that very first week,
Deacon Bradley 6:29
so I remember this clearly, because Ralph gave it to me. And he was in the the first week he was really kind of pouring the pressure on. It was almost like my personality is, is one that will take things like this big projects, and I will, I'm very much of the spin, you know, four hours sharpening the axe kind of guy. So my first week I'm sharpening the axe. And Ralph is basically seeing from his side of the things I think he's seeing nothing So he would message me, you know, every couple days and then every day and then it's like, this thing's due may 1, we good, you ready? What's going on and his side, it was like nothing is happening on my side. I was like hours per day on this thing. And I went through the whole google doc and first, you know, I had to get my head around. Alright, we've got people coming into this program that are here at point A, we need to take them to point B, what are the steps? Okay, is our program adjusting those steps? And so it was really just kind of organizing everything and, and figuring out our did we are, is this topic covered correctly? Do we have everything in there, okay. And then I would kind of back out and say, if we if we're not if this product is ready on May 1, I'm going to need at least a week and a half to edit the videos. So I put like, videos must be done by this date. And then it was okay, well, I need to give people a week to shoot the video and so I kind of looked at it from the inside. Forward. Yeah, if the product is ready. This is one of like one of our favorite questions, Angela, when we're when we're thinking about changing the world or like bigger problems, we always like to ask, what would have to be true. And so that's what I was I looked at may 1, and I'm all right, the product is launched what would have to be true for this thing to be launched and effective for our customers? Like, okay, well, we need the videos, we need the Learning Center, we need a Facebook group, we need this. We probably need graphics in there and I just made made a list of all these high level topics. And then from there started backing up to like, when does How long does it take to edit at videos?
Angela Ponsford 8:43
All right, geez, if it's me,
Deacon Bradley 8:45
yeah, I would never get it done. Luckily, we have a team who can get that done. So I budgeted a week and a half for that. And so I just kind of looked at those things and put them on the calendar.
Angela Ponsford 8:56
Something just really interesting like it which is probably different from Virtual Business than a normal business in that first week where Ralph wasn't seen any fuel from his side, he's not seen any activity. If you were in an office, that probably wouldn't be a concern because it
Deacon Bradley 9:11
would have been underway or
Angela Ponsford 9:13
you would have been sketched and stuff.
Deacon Bradley 9:16
Angela Ponsford 9:17
Yeah. And he would have been coming over and he would have seen what you were doing. And then he would walk off but yeah, in a virtual environment that's so difficult to to convey and shuts true, because,
Deacon Bradley 9:28
yeah, so here's a couple of things that I did do that week when I could see that that was a problem. I used looms to just give a status update. It wasn't a teach him anything or anything. But But as I'm doing this, I'm taking essentially he gave me a Google document project plan. And I took that and I'm kind of like, tearing it to shreds and like rearranging stuff and remaking the project. And so I would when I felt like I had some like a something I could clearly communicate that was different, or I'd hit some sort of mental milestone here. Oh, actually record a loom and say, Hey, Ralph, I wanted you guys to know, this is how I'm thinking about this project now. And I kind of lay that out. So it wasn't like, and this is I think a mistake that you can get into in any business, but especially virtual is expectations are everything. And we've talked about this in a number of episodes. But it was the same thing here. Ralph has this. I don't know exactly what it is. But at some point, Ralph has this mental image of the product that became a Google Doc it was handed to me then got changed, and I'm building something different. So if I didn't communicate along the way, I guarantee you, even if it was a great product, it would miss expectations, because we're not thinking about the same thing. So recording looms here and there of like, Hey, here's how I'm thinking about this. Now, here are the big changes. I made big questions I have. Do you guys agree with this direction? I probably did that twice a week in the beginning.
Angela Ponsford 10:55
Yep. Yeah. And that's often in a virtual environment. I know people They the feel that things are trivial. And then they don't share them. And then that's it. And then that's when there's no communication. And so yeah, particularly in that first week, you were you were probably super aware of it, because Ralph was asking as well, yes, you're like, Okay, I'm changing things. And Yep.
Deacon Bradley 11:16
And Angela, I know this will resonate with you, because we've, we've both been there. So our agency serves customers, right. And this same thing happens all the time where you're launching a new product or a new campaign. There's a lot of work that goes into that. And we don't need the customer to do that work. But we might have a week, a solid week of just deep diving and doing stuff. And if you're not really if there's no signal coming out of that, that, hey, we're doing this, hey, we're doing this this is going well, then the customer just like Ralph did in this case is like what's going on over there? Mm hmm. What am I paying you guys, dude. Dude, and it's a huge opportunity to miss expectations too. So
Angela Ponsford 12:00
Yep, yep, yep, totally. Super cool. All right. So you're in that first week, you're figuring out what to do. How, how do you? How did you keep track of things? Like how did you know you were going to stay on track?
Deacon Bradley 12:11
I use Asana very heavily. And I use some of our most simple and most advanced tactics in this. One of the first places I started was, I created a project. there's kind of two phases to this. There was the creation of the content and the implementation of the content, and of course online. And I used two separate projects for this. So the first thing I did was I in my head, I had them as two separate projects the whole time. So the first thing I did was like, Well, we've got to make all this content. So I made a an Asana project, and I use sections to organize the content. So let's see. Yeah, so I've got a section here on sales section on customer acquisition and with In each of those with the lesson that would go in there. And essentially, when you zoom out, that was everything we had to create, to go into this project. And then the other thing that I did was I made another section called milestones. And what we were just talking about a second ago, hey, what were you doing in the first week? Well, that was coming up with the milestones and when those needed to be done by. And the cool thing about Asana was I could put milestones on for example, there's one that's like all content videos ready. And then the next milestone after that will be all the content videos have been implemented in the Learning Center. So those are like two separate milestones. I can put due dates on those. And I can and I had probably eight to 10 milestones of like different little things that had to happen. And in the timeline view, this is where it gets cool on Asana and the timeline view. You can see Just the milestones. And I could actually drag little lines between them to show dependencies. And I could see them on a calendar. And I could have like that live date, may 7. And I could see the thing before that, and I could visually see how much time I had allocated to each of those things. But I could also show the team. So when I'm showing you guys like, yeah, hey, we've got to make your videos and I need them by this date. I can show them. And I would do this in a loom. I could show them like your videos are being made here. And there's this after the videos are made. There's this cascade of milestones behind that. That was nice to be able to point out.
Angela Ponsford 14:43
Yeah, and I think this is something pretty sure this is something that people struggle with when if they had been working in an office and know their remote is. It's not intuitive for a lot of people to do this kind of planning digitally. And they do it on paper or it's in there. head or you got you know, notes and stuff. So even been able to do that in a digital environment can be a struggle for people. So yeah, just hearing how you you had that that mapped out and that you were able to show people is is a key thing. And okay, so you've got it, you've got it mapped out, you've got the key dates, then you know that you're not going to be the one creating all the content, you got to rope in some people to create their stuff and help you help you create this behemoth. So what if what did you go? How did you go about getting getting people's buy in to help you any?
Deacon Bradley 15:34
Well, I guess the number one thing is, look, this is when it's nice to be in sales and marketing. I think because Angela, you and I, and really everyone on our team naturally thinks in terms of what's in it for me. It's like so that's that's how I try to communicate with people is I don't just throw tasks at them or do this do that. But we essentially started this whole thing off with the vision of what we're creating. However, Going to help these other businesses. We're in a really unique position in 1011. And that people have been asking for this product and people look to us as leaders in the field, and they want to emulate what we've done. And so the people who are helping us create this, I think is a really cool position for them. Because there are people outside of tier 11 Andrew, like how many job applications do you have to go through regularly?
Angela Ponsford 16:24
He hunters as they would say, in Scotland.
Deacon Bradley 16:29
People want to be a part of tier 11. And that's, we're hugely blessed to have that. And once so for people on the inside, just being able to share that vision of we're making this thing we've been able to build something remarkable here. Let's help other people build the same thing. I think it just was able to elevate the whole project away from just make me this video making that video do this task, and instead just kind of show people like what it is we're doing and how it's going to impact people. When we're done,
Angela Ponsford 17:01
yeah. And I think if I was just thinking there on a practical level, you that I only did one video for it. I did the intro video for the the ads manager training section. But One really cool thing and again, it seems like an obvious thing, but I think things do fall through the cracks, particularly when you're working virtually. You checked in with me before you asked anybody on my team, whether they could create content, you were like, hey, I need these people want these people to do this? Is that cool? Is that okay? And I'm like, yep, crack on. And you kept me in the loop on what you guys were doing?
Deacon Bradley 17:39
Totally. We are. So I guess to add some color to that a lot of the media buyers contributed a huge amount of content to this, those media buyers report to Angela. I needed them to get something done for this project. And, and like you were saying, Angela, one of my biggest pet peeves is when it's so much worse than a virtual team to win your job. Imagine you're the individual that somebody's asking things of you. And it's easy for five different people to ask you to do something. And none of those five people know that the other people asked you to do that. So suddenly, you've gone from, hey, I've got a pretty nice leisurely Friday here, too. Nobody could complete this amount of work. And five people are expecting the thing from you. So I've always, and I think we're really good about this at Tier 11. As part of our culture, I don't ask people to do things unless I've talked to their manager. And I make sure I kind of view the job as the manager and this is extra important and virtual team. One of their roles is to help set and manage priorities. So yeah, I was, I was super important to and I also knew, like, let's say I went to somebody This is more on like the psychological level. But when does somebody and ask them to do something and they're like, ah, sure, maybe Okay, I can help you out. And I didn't have your support. Angela is their manager, then it's very easy for them. I think they'd be unimportant to everybody. So
Angela Ponsford 19:03
yeah, too and in a virtual environment as well it get stuff like that gets amplified. Like, I know there's been cases and we'll, we'll do it sometimes you you're working with someone on something or you ask someone to do something, and then they're their manager, you haven't involve them in the process. And then it's like people feel, oh, like can feel left out. Like it's just it's human nature to feel like that. And those feelings get amplified in a virtual environment. So, yeah, you're always you're I think you're always really good at that. dickin. So yeah, that was that was a big a big thing, you know, yet. Go ahead. And they were keeping me in the loop on what they were doing and which was super cool.
Deacon Bradley 19:41
That is good. Okay, were asked about the other side of it. Yes.
Angela Ponsford 19:45
No, it was informed. I was Yes. They were letting me know how it was all going. So that was cool. Okay, so you've got the, you've got it all mapped out. What about meetings? How many meetings were you having?
Deacon Bradley 19:57
So we had let's see. There was, one has to kind of do this off the top of my head, we had one standing meeting that we've always had for, for this division, or it was kind of like just general tier 11 sales and marketing type stuff. We would meet every single Wednesday. And so we kept that meeting to kind of touch base at a high level of how the project is going, where we were stuff like that. Are we on track, off track, big things coming up? So we kept that meeting. Interestingly, though, and now that I think about it, of the 13 people involved in getting this project off the ground, less than half are involved in that weekly meeting. So there's a huge number of people that were important key part of this project that I never met with one on one. That said we did have kind of, I guess the the key stakeholders involved in this project, myself kind of running the whole thing. Ralph and Steve and in Zack is our Copy Chief, those are the guys that I did meet with a lot. And that was largely around making sure that we were creating the right thing. And so in the early days, I probably met with them twice a week. And as we got a little bit more as things kind of the summit started to harden, I met with them less and less and pretty soon we're just back to our normal, we just talk on Wednesdays.
Angela Ponsford 21:23
Yep. Okay. And so in between and and I think this is a two part question in between those meetings, what was happening? And then also, just with the tasks that you are creating people, was it just a case of like, here's the task, click, go do it and come back to me, like, how did that process work? What was the actual communication looking like?
Deacon Bradley 21:43
So it's different for everybody. There's a key Asana thing that I set up that I did to give me more visibility because one of the things that is nerve racking is uh, if you're managing a project and you need things to get done on time, is is putting a task They're saying like, Angela, I need you to do this important key thing and I, and it's due Monday. And then Monday comes around and you're just hoping that it's complete. Like I hope that thing gets checked off today. But if there's no signals between assigning that task and Monday that's very nerve racking and I don't know if you forgot about it if kid gotten sick or what. So I proactively built in some of those signals. And so we actually use a field and Asana. I mean, you can name it whatever you want. Ours is called looking for it here because I actually had more than one progress.
Unknown Speaker 22:43
Deacon Bradley 22:44
And progress field in the progress field I use, so a typical one would say, it would be nothing if nothing has happened. It's just blank. The next thing that I used in this case, I had to do some prep work on a lesson Or approval lesson before we started working on it. So I didn't want my team to be off making stuff and then me to come back later and be like, Oh, actually, we're not going to. Or here's an important element I didn't tell you about. So the first thing that I did was I made a progress field called ready to start. And so Angela, let's say I was assigning you some videos, I would assign the video to you, but it would be blank. And I'd you know, and then I'd go in and I'd add my notes and I'd say, hey, do it this way. Here's some context that you need or whatever info you need to make the best lesson there. And then I would set it the progress to ready to start. And for you, that's like, Oh, I can make this thing now. Cool. And when you're making it, the next thing that I would do a lot of these videos would take a few days to make. Sometimes you'd have to put together some material for the video, I would set it to the next progress status was in progress. And that to me was the really helpful one is the project. manager was, I could look at my board and Asana and see all of these things and know, hey, nobody started on these, I'm gonna go check on this person be like, Hey, what do you need? How are things going? Okay, got what you need. If they're in progress, I just trust that they're coming. And then then when they were finished, they would go to, you know, this is where workflows get a little bit different depending on the project. But, uh, but I would probably have it set to, like review. Yeah. And so as things go into review, that's my signal as a project manager like they Angela thinks she's done. That's what review means. And then I could go look at it and be and approve it, send revisions if we needed to change something or whatnot. So having a progress field in Asana was a lifesaver just to be able to look at this board. And I remember the week that people started completing all of these things, was really satisfying. And our final field color and on this on this content creation thing. was green. It said, done. And I remember me and Ralph talking, we're like, man, a lot of green on that board starting to come together.
Angela Ponsford 25:10
Totally. And again, this stuff in an office environment yet, you just see you're seeing this stuff happening in real life. When you're in an office you're seeing Oh, yeah, they're working on that or someone's giving you know, you're walking past you somewhere good. Yeah, I've started on that thing. It's, that's a really, it's a really cool thing, those progress tasks and then make obviously making sure the whole team understand the progress fields and what each one of them means. And this would work in any project management software. I know in trailer, we used to have like the lists and trailer and we would just move things over to each list. So yeah, super cool. And then obviously, I know I had the one video that I had to create and the day that it was due, I didn't get to it, but I pinged you. I was like, Okay, I haven't forgotten about this. It's happening tomorrow. So I'm glad I did not know. Didn't have you sitting there panicking about everybody. Yes, thanks. Okay, great. So there's the columns in the project management software. And you said you said it before, but this is what 13 people across four continents.
Deacon Bradley 26:14
Yep. You were pulling all mine ever met with? Yep, about the project. And here's an another key element to this, Angela. So I was thinking about this before I assigned anything out. I thought through the entire workflow experience of somebody making a video, and me getting the video back. And I wanted it to actually work. What I didn't want to happen was need a metaphor, metaphorically opened my office door one day, and there'll be like a giant pile of unlabeled envelopes that I'm like stepping through going, What is all this stuff, you know? So I had to figure out, how am I going if I'm going to have 80 videos show up on my office in the same week, and I need to have them all edited and get them into the right lessons. What does this need to look like so that we can can actually accomplish this? And this goes back to my favorite question, what would have to be true for us to edit and implement 80 videos in one week? Yeah, and one of the things was, well, I'd have to know exactly what every video was and where it came from and where it's going. And that so I actually used a second Asana project for this, that not many people know about, just probably me and my editors and my assistant Tracy. But what I would do was, oh, man, I forgot about this part. This gets into some cool ninja Asana stuff. Alright, so when, when the progress column we just talked about got marked as done. That was the signal on the content creation project that we did it, we've created this thing. And I made sure that as a part of it being done, the link to the final video was in there. And that was like, okay, it's ready to be edited and implemented. When something was marked as done we use a rule in a sauna. And what that rule would do was it would add it to our content editing project. would assign our editor. And it would leave a comment that said, this one's ready to edit. And then there was a separate progress in that thing that was like ready to edit, done editing uploaded to kajabi. And it was like this. So I essentially had two projects, and there was a progress on both of them there was creating the content. And then there was the implementing the content.
Unknown Speaker 28:24
Yep. And what's amazing is great.
Deacon Bradley 28:27
Asana rules are a little, I think, elementary, and I'm constantly disappointed by things that I want to do, and I can't. But this was a case where, remember, we talked in the Asana episode about how one task can live in multiple projects. And it's essentially the same task. That was huge here because what the rule did was it took a task which was, you know, record sales, video one or whatever, and it would add it to the editing thing. That was the same task. It had all the same comments. It had the same history. It had the links to the videos that people were making. All right there. And so essentially just adding it to that other project, the editors and, and Tracy, who was helping me implement these things didn't know or care about the content creation project. They just kind of lived in their own simple world with their one little workflow like I edit the video, it's approved, okay, and then I upload it to kajabi. And that was it.
Angela Ponsford 29:25
Yep. That's cool. I love that I like Asana does and you know, any project management software that you're using, just knowing how to use it effectively to minimize that touch those touch points by you. Alright, that's so cool. Okay, so you've got everything done. You've got it coming over and content creation. What about that last week, like, hey, time things off? Because I know that's something that a lot of people struggle with, and even more so for literally, like, how do you wrap it all up and go, this is done.
Deacon Bradley 29:57
That was really hard, and so Some of this stuff like I'm still doing that final, I call it my final punch list, kinda like a house walkthrough. You know, you sell the house, people move into the house, but there's still that period where there's a punch list where you're kind of just doing minor things. So we're a little bit still in that period right now. And I actually have a section in an Asana project called final punch list. And people are constantly finding little things and saying, Hey, you know, update this link? Or can you flesh out the notes on this thing, and I just add those to my final punch list. And, and those are things that some of the things I will do some of the things I'll delegate to my assistant, and some of these, I'm going back to the content creator of the video, and asking them to create some notes that go with this. But at that point, they've already made the video all the content, and I mean, it's probably a 15 minute task yet, but by having a team of 13 people implementing 15 minute tasks, I can get through a lot more.
Angela Ponsford 30:57
Yes, totally. And specific question. I have a note that you, too There was a webinar at some point A few weeks ago, excuse me, there was a webinar. No. And I was looking in this Slack channel just prior, so maybe say like, a couple of hours before the webinar or whatever. What What's that like? Like, virtually? Like, because that's completely different to what it would be like, real life. And yeah,
Deacon Bradley 31:24
and you know, we have been a part of so many webinar executions, you know, just I mean, we've run helped customers run webinars with hundreds and hundreds and hundreds of people and we've done it hundreds of times. And but this time, we were actually doing everything, which was funny, because we were like, Man, you know, we're used to other people's teams running all this stuff, and we just bring the traffic and the marketing and stuff. So yeah, we had to do a lot and we knew that we were this was not our core skill set. So it was a fun day. We had everything set up, ready to go and we actually did a Basically a rehearsal webinar at noon. And we, we had, you know, Ralph got on, and he made sure that he could all the things like when he's presenting the keynote, that he could still see the zoom questions and you know, little details like that. Yeah, we switched his mic around, make sure the sound was better. And while we were doing that, we also posted in our announcements channel in the team, so whoever was available at that time, hey, come join this rehearsal webinar, and people were adding in test questions and you know, letting us know if it sounded good, looked good. So we did a test one early in the day.
Unknown Speaker 32:37
Deacon Bradley 32:39
Yeah, smart. And then yeah, during the webinar, it was Ralph and Steve doing all the content. I was kind of in there moderating the chat. But I was also in slack a lot with our team kind of behind the scenes who were attending all this chat. Yes, see that? That was really interesting because again, We have a lot of people with with stakes in this project who would create a part of it. So we've got a lot of extremely high level marketers who were watching this webinar as marketers. And so I remember our copy chief would ask me in the chat, he asked me things like, how many people are on right now? All right, is there any drop off? Okay? And what so he's watching this thing remotely, with through the lens of what content is interesting, what content lost to people? Where do we need to like, change things for the next webinar? But uh, but yeah, he's like, we are talking in slack during the webinar, watching Ralph, present it. And we're already working on the next version of this thing and how we're going to make it better.
Angela Ponsford 33:41
Yeah, and that's probably a big thing. This was like the MVP version really, wasn't it? It was just like, let's get this thing launched. You know, we wanted to do it for a while. Let's, let's get it done. Yeah, that's cool. Wow. Any other insights or things to share? From lessons learned,
Deacon Bradley 34:04
I guess the the lesson learned would be learning how to use your project management tool pays huge dividends. I could have never done this in a spreadsheet. I couldn't have done it. I mean, I could have done it in Trello. But I know Asana the best right now. And I spent, or it felt like, at the time, I was thinking, am I making this too complicated by creating two projects? Or how's this gonna work? But really, I think it paid off big time to think about my project as many projects. Mm hmm. And I had the content creation project, the implementation project, and I actually set them up as separate projects in Asana with their own workflows in progress. And then for the people creating the content. Those were like mini projects for them. So if I assigned something to somebody, I made sure that it had a scope. I made sure back to one of our other favorite things I made sure to do. ain't done. Here's what a good here's what this looks like if it's done right and well, and all the tie off the little details to when you're done, put your video here. Little things like that when you have 80 videos are really important. So I guess that was my, my biggest lesson and, and I hadn't thought about it until this this session here and it's really cool that I didn't actually meet with a lot of these people. Yeah, and we're still this thing.
Angela Ponsford 35:28
Yeah, you know, like 13 people, four continents, like, you know, and I know that we're used to work in virtually and that's that's what we've been doing for forever. But it's still it's, it's a huge task. And you know, a second as you know, I can tell you from sitting on the sidelines and other people that were sitting on the sidelines, it's it was super cool. Just seeing how it was all you know, seeing how it was all coming together. It was all getting created and then then you created the thing, which is amazing.
Deacon Bradley 35:55
We made a thing. We made a thing. Yay.
Angela Ponsford 36:00
supercool hearing about that. That was fun.
Deacon Bradley 36:08
Thanks for joining us today on the virtual business podcast. If you want to see the webinar and get a glimpse of the product that we were talking about this entire time, we actually have our next webinar coming up. We don't do a lot of these. So I don't know that we're going to be doing a ton of live webinars. But this one we're doing on June 4. And if you head over to the Virtual Business podcast, comm slash 100. That's 100. It'll take you straight over there. And you can see what we've been working on and think about. We didn't really actually do a whole lot of meetings and we didn't even talk to some of these people face to face. Really fun talking to you Angela about this because I hadn't thought about so many aspects of this project and how much you're able to actually do when you use the right tools and you think about things the right way and you kind of approach everything with the right mindset. So yeah, we're huge fans. Virtual Business. And this is a really cool example of something that we made almost in real time. So that webinars coming up June 4, the Virtual Business podcast.com slash 100. See you there.