Operational Scalability: Jason Netherton of IWG Corporate Services On How To Set Up Systems…

Operational Scalability: Jason Netherton of IWG Corporate Services On How To Set Up Systems, Procedures, And People To Prepare A Business To Scale

Building a Strong Team: Focus on recruiting, developing, and retaining a strong team that is committed to your business’s vision and growth goals. Invest in training and professional development to ensure your team has the skills and knowledge necessary to support your business as it scales. This includes setting up a culture that promotes innovation, collaboration, and efficiency.

In today’s fast-paced business environment, scalability is not just a buzzword; it’s a necessity. Entrepreneurs often get trapped in the daily grind of running their businesses, neglecting to put in place the systems, procedures, and people needed for sustainable growth. Without this foundation, companies hit bottlenecks, suffer inefficiencies, and face the risk of stalling or failing. This series aims to delve deep into the intricacies of operational scalability. How do you set up a framework that can adapt to growing customer demands? What are the crucial procedures that can streamline business operations? How do you build a team that can take on increasing responsibilities while maintaining a high standard of performance?

In this interview series, we are talking to CEOs, Founders, Operations Managers Consultants, Academics, Tech leaders & HR professionals, who share lessons from their experience about “How To Set Up Systems, Procedures, And People To Prepare A Business To Scale”. As part of this series, we had the pleasure of interviewing Jason Netherton.

Jason Netherton is the CEO, Founder, and Active Partner of IWG Corporate Services, Insure Wealth, and Draft House Labs/Puck Recruiter. As a recognized leader in the corporate insurance niche, Jason has established himself among the top insurance advisors in Canada. Holding a CLU designation, he brings a keen understanding of the unmet needs of business owners within the financial industry. With a strong vision for future growth, Jason has played a pivotal role in numerous company buildouts, focusing on investing in brand and operational systems to enhance service delivery for both existing and prospective clients.

Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?

Thanks so much for inviting me.

My journey through the world of business and financial planning was more like navigating a winding road than following a straight path. I didn’t grow up with financial wealth; my first real glimpse into the world of business came from observing a friend’s father, who was making remarkable strides in business and real estate. This was a time before the internet had democratized information on wealth building, so I initially took a more traditional path, joined the trades and became a welder.

My fascination with business didn’t wane, though. I eventually headed to business school, poised to continue onto BCIT for a financial planning designation. It was then that my friend’s father suggested I take a financial planning aptitude test. At 24, juggling the responsibilities of being a single dad to a three-year-old daughter, I passed that test with flying colors. Starting with just a thousand dollars and an old beat-up car, I set out to build my client list — my first clients being those closest to me, my sister and mom.

This marked the beginning of a 25+-year journey into financial planning, specifically focusing on supporting business owners who often find themselves without a clear roadmap for growth. Driven by a mission to simplify complex processes, I’ve developed guidelines and a platform that employs a fractional hiring concept. This approach not only saves money but also maximizes resources by providing businesses with the team they need, only when they need it. This way, I help them navigate through their unique challenges efficiently and effectively.

It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

I have always held the belief that if you truly want to succeed in life, you need to have the confidence to fail.

When I first started in financial planning, interviewing clients, determining their needs and how best to help them, was not my forte — I was completely out of my depth. After botching six or seven client interviews, I realized I needed a drastic change in my approach. In a rather humorous twist, I taped a balloon to a chair in my office, drew a happy face on it, and practiced my interviews with this makeshift “client.” While the rest of my colleagues found it hilarious, it was a turning point for me.

What did I learn? Confidence grows from familiarity. Rehearsing each step, from walking clients through the financial planning process to handling invoicing and sales systems, taught me to trust the process and, importantly, myself. It underscored the power of preparation and showed me that effective presentation is just as much about being comfortable in your own skin as it is about the content you’re delivering.

What do you think makes your company stand out? Can you share a story?

What truly sets IWG Corporate Services apart is our hands-on approach in the multifamily office space. While most in our industry focus on managing assets, we’re out here actually doing the work, helping business owners not just manage but actively run their operations.

A great example of our impact involved a client who was on the brink of giving up on his business, overwhelmed and unable to see the path to scaling. He had started the company with the idea of building some freedom outside of the 9 to 5 and, unfortunately, ended up working longer hours than he had hoped for.

We didn’t just offer advice; we restructured his operations, trained new team members to offload his burden, and helped him rediscover the personal freedom he built the business for in the first place.

This transformation was so profound that when he finally decided to sell, he received double his initial asking price — a testament to the efficacy of our model and the actionable plans we put into place.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

Discipline and Time Management: Joining the ‘5 AM club’ revolutionized my approach to productivity. In the early days of my career, I often felt controlled by my schedule, leaving little time for what truly drove my business forward. Learning to prioritize my mornings for deep work and my afternoons for networking and customer interaction transformed my workflow. It taught me the power of seizing the day from the start, ensuring the essentials are handled so I can enjoy the part of my job that enriches my work and life.
Resilience and Empathy: Success in business requires a blend of toughness and empathy. I’ve learned that it’s crucial to shrug off rejections and move forward — like water off a duck’s back. For instance, not every client will resonate with your approach, and that’s okay. The key is to maintain your course and adjust where necessary, ensuring you balance firmness with genuine concern for your clients’ needs.
Supportive Network: No entrepreneur can stand entirely alone. Having a supportive foundation, whether it’s a spouse, family, or a mentor, has been a cornerstone of my ability to endure the challenges that come with running a business. This community not only acts as a cheerleader but also provides the emotional and sometimes strategic backing needed to persevere. Building this network has been as crucial as any business strategy, ensuring I’m supported both personally and professionally.

Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.

One of the toughest aspects of leadership for me has been the need to let go of employees. Each decision to part ways was difficult but necessary, not only for the health of the business and the satisfaction of our clients but also for the well-being of the employees themselves. It was important to ensure that everyone involved had the opportunity to succeed, whether within our organization or elsewhere.

This challenging aspect of leadership has significantly shaped my approach to hiring and team management. I’ve adopted a ‘hire slow, fire fast’ philosophy, emphasizing the importance of taking time to find the right fit for our team and acting decisively when things aren’t working out. This approach ensures that our team remains strong and each member is positioned well to contribute effectively.

My early aspirations to be an actor have also played a unique role in how I manage and lead my team. From acting, I learned to read subtle cues like body language and vocal nuances. This skill has proven invaluable in understanding and leading my team, allowing me to align their motivations with the company’s goals more effectively. It’s a practice that has deepened my sensitivity to the human element in business decisions, making me a more empathetic and effective leader.

Overall, these experiences have deeply influenced my leadership style, reinforcing the importance of both strategic decision-making and the need to connect with my team on a human level.

Thank you for all that. Let’s now turn to the main focus of our discussion about Operational Scalability. In order to make sure that we are all on the same page, let’s begin with a simple definition. What does Operational Scalability mean to you?

To me, operational scalability is the capacity of a business to expand and adapt its operations efficiently and effectively without compromising quality. For business owners, this concept extends beyond just scaling operations — it’s about transitioning from working in the business to working on the business.

This shift is essential for sustainable growth. Owners need to develop processes, systems, and infrastructure adaptable enough to handle increased demand. By focusing on the business rather than working in it, they can ensure that their operations are scalable and that their company remains poised for growth and future saleability. This strategic perspective is vital for any business aiming to not just grow, but to thrive.

Which types of business can most benefit from investing in Operational Scalability?

Investing in operational scalability is crucial for all businesses but particularly beneficial in certain industries due to their specific demands and growth patterns. Manufacturing and technology sectors stand out as prime examples where scalability can significantly improve efficiency and responsiveness to market changes. These industries often deal with high volumes of production and rapid innovation cycles, making the ability to scale operations a critical factor for success.

However, scalability is not limited to these sectors. Service-oriented fields such as accounting, law, real estate, and mortgage brokerage also benefit greatly from scalability, despite the personal nature of their services. These industries can leverage technology and process optimization to handle increased demand more efficiently without compromising the quality of service. For example, automated scheduling systems in law firms or CRM software in real estate can streamline operations and free up professionals to focus more on client service rather than administrative tasks.

By investing in scalable systems and processes, businesses in these sectors can maintain high service standards while expanding their client base or services offered. This approach not only enhances operational capacity but also positions businesses to take advantage of new opportunities as they arise, ensuring long-term growth and success..

Why is it so important for a business to invest time, energy, and resources into Operational Scalability?

Investing time, energy, and resources into operational scalability is crucial for a business’s growth and sustainability. This investment is necessary because scalability doesn’t happen by itself; it requires careful strategic planning and a clear roadmap. By building scalable systems, businesses can handle increased volumes without proportionally increasing their workload, dramatically enhancing efficiency.

For example, improving a process to cut down the time it takes to handle a $1,000 sale from two hours to ten minutes can significantly boost productivity and financial health.

Additionally, scalability involves flexibility and agility, allowing businesses to pivot or adjust strategies when needed, ensuring growth is both efficient and sustainable for the future growth of the company. This proactive approach to scalability is essential for any business aiming to thrive in a dynamic market environment.

In contrast, what happens to a business that does not invest time, energy, and resources into Operational Scalability?

If a business does not invest in operational scalability, it can face significant challenges that hinder its ability to adapt and grow efficiently. Without scalable processes and systems, a business may struggle with excessive operational costs as it tries to meet increasing demands. This can lead to inefficiencies and an inability to respond effectively to market changes or customer needs, which might eventually threaten the business’s viability.

For instance, managing payroll internally without the necessary scale can be far more costly and less efficient than outsourcing to specialists who can perform the task more effectively.

While it’s perfectly acceptable for some small businesses not to aspire for growth, those that do need scalable operations to manage growth efficiently and sustainably.

Can you please share a story from your experience about how a business grew dramatically when they worked on their Operational Scalability?

When we added the Corporate Services model to Insure Wealth Group, it allowed us to significantly refine our operations. By integrating this model, we streamlined the financial planning process down to a couple of core team members. This strategic shift was not about reducing the size of our team but rather optimizing our resource distribution to enhance focus on specific market segments.

This restructuring allowed us to reallocate team members to different areas of the company where their skills were needed most, enabling them to provide the most value and thrive in their new positions. As a result, we maintained our commitment to our employees while driving significant business growth. This leaner, more agile operational setup enabled us to quadruple our revenue and sales.

This experience underscored the importance of operational scalability — not merely expanding but making smarter use of resources to achieve better outcomes. By focusing on operational efficiency and scalability, we transformed our business model, significantly increasing profitability with a more focused and efficient team, while ensuring that everyone had a role that matched their skills and career goals. This strategic pivot not only supported rapid financial growth but also established a sustainable model for future expansion.

Based on your experience and success, what are the “Five Most Important Things A Business Leader Should Do To Set Up Systems, Procedures, And People To Prepare A Business To Scale”?

1 . Strategic Plan: Develop a comprehensive strategic plan that aligns with your business goals and vision. This plan should outline your approach to scaling and include specific objectives, timelines, and the resources needed. It’s crucial to have a clear roadmap to guide your scaling efforts and ensure the entire management team is on the same page.

2 . Assessment of the 8 Pillars of the Business: Conduct a thorough assessment of the critical areas of your business, which include corporate governance, financial and business modeling, and management structures. This assessment helps identify areas that need improvement or adjustment to support growth and scalability.

3 .Financial Framework: Establish a robust financial framework that tracks all expenses and revenue. Monitor this closely on a monthly basis to ensure financial health and to make adjustments as needed. This ongoing financial analysis is essential to maintaining control over your finances as you scale.

4 . Sales and Marketing Plan: Create a detailed sales and marketing plan that focuses on expanding your market reach and customer base. This plan should include strategies for both digital and traditional marketing, customer retention, and new customer acquisition.

5 . Building a Strong Team: Focus on recruiting, developing, and retaining a strong team that is committed to your business’s vision and growth goals. Invest in training and professional development to ensure your team has the skills and knowledge necessary to support your business as it scales. This includes setting up a culture that promotes innovation, collaboration, and efficiency.

These steps are foundational for any business looking to scale effectively. They ensure that the business not only grows in size but also improves in operational efficiency, market position, and financial stability.

What are some common misconceptions businesses have about scaling? Can you please explain?

Many businesses harbor misconceptions about scaling that can hinder their growth and strategic planning. One common misunderstanding is the belief that scaling primarily involves expanding the workforce, such as hiring a CFO or additional senior executives. However, effective scaling often requires enhancing and automating existing processes rather than merely increasing staff numbers. This approach can be more cost-effective and sustainable, focusing on maximizing the efficiency of current resources.

Another misconception is that significant and immediate investments in technology and infrastructure are necessary for scaling. While strategic investments are crucial, they should be made judiciously and aligned with the business’s growth stages. Rushing into large expenditures without a clear, phased plan can lead to resource strain and minimal immediate returns.

Businesses also often misjudge the pace at which scaling should occur, expecting rapid growth and expansion. Effective scaling is a gradual and iterative process that involves careful planning and the establishment of scalable systems. Rushing this process can lead to unstable business foundations and poor strategic decisions.

Finally, scaling is sometimes viewed as an internal process isolated from external factors. However, successful scaling involves understanding and adapting to market conditions, customer feedback, and competitive dynamics. Recognizing that scaling extends beyond internal adjustments to include external market engagement is crucial for sustainable growth.

How do you keep your team motivated during periods of rapid growth or change?

Keeping the team motivated during periods of rapid growth or change is crucial for maintaining productivity and morale.

Firstly, clear communication of our company’s vision and goals is essential. When the team understands the objectives they are working towards, they feel more connected and motivated. We make it a point to regularly share these goals and provide updates on our progress, which helps keep everyone aligned and focused.

Encouraging teamwork is another key strategy. We promote a collaborative environment through team-building activities and foster a culture of support, which enhances productivity and employee satisfaction. When team members feel they are part of a cohesive group, they are more likely to contribute positively.

Recognition and rewards play a critical role in motivating my team. For instance, we have a cowbell in our office that we ring every time we achieve something noteworthy. This fun tradition boosts morale and makes everyone feel appreciated and seen. Additionally, we focus on providing specific feedback and recognize individual contributions to make everyone feel valued.

Lastly, investing in development is vital. We provide opportunities for professional growth through training and development programs, demonstrating commitment to their career advancement. This not only helps in upskilling my team but also assures them that they have a valuable place within the company as it grows.

By implementing these strategies, we’ve created an environment where team members are motivated to achieve their best and support the company’s growth objectives.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

One of my favorite life lesson quotes that I keep in mind daily is, “Time and tide wait for no man — Geoffrey Chaucer.”

This quote has been a guiding principle in my life, reminding me that everyone has their own journey, and it’s important not to get sidetracked by waiting for others or comparing paths. Instead, I focus on moving forward, step by step, towards my own goals.

This quote resonates with me on a practical level as well. I use a whiteboard in my office where I write down reminders and positive affirmations. It helps clear my mind and keep it focused on positive rather than negative thoughts.

I also make it a habit to jot down little things I’m grateful for — like a good cup of coffee or a meaningful conversation. These small acts of mindfulness keep me grounded and grateful, pushing me to continue moving forward without delay. This approach has been crucial in maintaining my focus and not getting derailed by distractions that could impede my progress.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

If I could start a movement that would bring a significant amount of good to many people, it would focus on empowering families, especially single mothers, the impoverished, and those emotionally struggling, towards financial security through self-sufficiency. This initiative would center on teaching essential life skills that are crucial for independence and sustainability but are becoming increasingly rare.

The movement would provide education and resources on fundamental survival skills such as fishing, hunting, farming, butchery, and gardening. By starting with these basic skills, the aim would be to build a strong foundation where individuals and communities can creatively and sustainably expand.

This philosophy aligns with the idea of “teaching a man to fish,” which emphasizes providing the tools and knowledge needed for long-term self-care and family support, rather than offering temporary relief.

At IWG, we are already doing something similar by equipping businesses with the essential skills they need to operate independently. We plan to effectively package these skills — “putting it in a box” — so that individuals can not only improve their lives but also positively impact their communities every day. This mission transcends business objectives; it’s about building a culture of resilience, creativity, and independence that can catalyze widespread change.

How can our readers further follow your work online?

Readers can connect with us on our website and through our social accounts:

This was so inspiring. Thank you so much for joining us!

Operational Scalability: Jason Netherton of IWG Corporate Services On How To Set Up Systems… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.