Riding The Entrepreneurial Rollercoaster with Dancho Dimkov

15 Jun 2021

Dancho Dimkov is the founder and CEO of BizzBee Solutions, a full-stack digital marketing consultancy. The bootstrap company initially had him running all departments out of sheer necessity. His dynamic leadership and devotion to developing young professionals, have grown BizzBee into a twenty-plus-person organization with over 400 clients served, in just six years. A desire to start a family and a love for travel inspired his pursuit of digital entrepreneurship, more than a decade ago. With BizzBee buzzing with activity, swarming with talent, and running on autopilot, the Chief Executive Bee is still constantly flying off to somewhere, with his beloved wife and son in tow.


  1. Recounting his most Recent Trip
  2. On Why He Can Afford to Travel: A Self-Sustaining Team
  3. Efficient Teams Empower Owners to Focus on Growth
  4. Leaving Corporate and Living a Digital Nomad Lifestyle
  5. A Leap of Faith: Launching BizzBee
  6. The Advantages of Full-Time Employees as Opposed to Freelancers
  7. His Preference for In-Office Staff
  8. Building an Independent Team
  9. Synergy: Learning from your Employees as much as They Learn from You
  10. His Hiring Methods
  11. Anybody can Write an Impressive CV
  12. The Agile Way and the Outreach Process
  13. Utilizing Customer Feedback
  14. Staying Ahead of the Game
  15. Publishing a Book and Creating an Online Academy
  16. Being Agile to Withstand Any External Challenge
  17. Passion is Key
  18. Monitor Capacities and Resources
  19. Quality over Quantity: BizzBee’s Future Plans


Dancho Dimkov - The CEO of BizzBee Solutions

Dancho Dimkov
CEO of BizzBee Solutions

Dancho Dimkov - The CEO of BizzBee Solutions

Stefaan De Vreese
Founder, CEO, Podcast host of TITAN Business Builders

Podcast Links

Presentation Transcript

[00:00:00.910] – Stefaan – Welcome, everybody. Another episode of our podcast. And today we have as a guest, Dancho Dimkov. Hey, Dancho, how are you?

[00:00:11.010] – Dancho – Hello, Stefaan. Thank you very much for having me on the show.

[00:00:15.650] – Stefaan – No problem. I’m glad that you’re here. So, Dancho, for the people that do not know is the founder and CEO of BizzBee Solutions. And Dancho, tell me more about BizzBee. What do you exactly do?

[00:00:31.070] – Dancho – Well, we do magic, that’s the easy part. I mean, when it comes to marketing and sales, we specialize in helping high-ticket service providers like consultants, marketing agencies and software companies, with the prospecting and lead generation, from identifying potential prospects, engaging into a relationship and booking calls for our clients. That’s our, like, 30 seconds speech. That’s the fastest I can do.

[00:00:56.960] – Stefaan – Good, perfect. So Dancho, I know that you just came back from a two week holiday away from everything, even without Internet.

[00:01:08.100] – Dancho – Yes, it’s called digital cleansing, where you go on an island for two weeks. And for me, it was a bit harder because it was without Internet, without screen time at all. And then it was also a vegetarian place, and I’m a big meat eater. And on top of that, without the alcohol and coffee. So two weeks in paradise, but without the evil part. But on the other hand, there were some good parts because we did like getting up very early, doing some early yoga and meditation and some swimming. So it is really recommended for company owners to just stop for a second, go into a completely different environment and reflect, reflect on your business, reflect on your life and see, where do you want to keep growing your business towards.

[00:01:55.550] – Stefaan – It’s something that a lot of business owners would be really jealous about because having a two week holiday with no devices at all, no way to contact you. I can’t imagine a lot of business owners are afraid even to do that.

[00:02:13.020] – Dancho – It’s a scary, it’s a scary feeling. But I think the key role is the team that you have in your business, because if I didn’t trust my team that they could handle things while I was away, I wouldn’t be able to afford it. But even when I was starting BizzBee Solutions, like six years ago, my main goal was to create a self-sustainable team. Like I have a marketing team that actually reach out to prospects, engage them. I have a sales team that actually does the meeting and close. Then I have a project management with the execution team that actually delivers the service. So even if I take out myself from the equation, BizzBee continues progressing, and that gives me any kind of okay, one thing is to go on quite frequent holidays, but also the second and more important thing is that I can focus on growing the business rather than focusing on the operation. And as an entrepreneur, it’s a scary thing. Whenever I am a manager and an owner, I know I can always do it better, or I could always do it differently. So at the beginning, it was really scary to just not micromanage and let things go and actually delegate to people. And although I know that sometimes I can do a better job, I know that if I just take it away from them, they are missing the opportunity to learn and grow as an employees.

[00:03:35.750] – Stefaan – Yeah. And you mentioned that you bootstrapped the company. So what was really the point where you saw like, okay, I need to add team members here. When were you really able to let go?

[00:03:50.750] – Dancho – Well, fully let go, I still try to check from time to time. How are we doing? Honestly, I mean, it’s my baby. I got attached. But the history is just before I started the company because I was working for a full time company, full time job in a corporation, in a software company. And after work, I was actually working in the freelance world, like Upwork people per hour, freelancer. And as a side gig, it was giving some revenue. But I’ve noticed that during work time, I’m depressed, not interested in the corporate ladder. While, after work, I’m so passionate and excited about working with entrepreneurs. Figuring out marketing channels or funnels or listening to Russell Brunson or people that actually have the spark in themselves when they talk about marketing and sales. And at some point I started even earning more money after work than doing work. And this was the tipping point for me when I said, you know what? I have to quit this job and dedicate it full time in my company, actually in myself at that time. So me and my wife, instead of just jumping and starting a company, we said, let’s try the digital normal life. And in the digital nomad – backpack, in a car, drive around Europe for like two, three months. So in Belgium, in Netherlands, in Germany, working in the morning, then have some sightseeing, then working at night, sleep wherever you find. And it was quite an experience. But at some point I was limited still to the execution. Whenever I get sick, nobody can work and no work, no money, no money, bigger problems. So at that point we started growing the idea that okay, well, actually, as a young couple, if we want to even have kids in future, we have to find a way to keep growing the business, but also the revenues if we want to just take a step back in order to grow a family. So at that stage, we just said, you know what, four interns, three months timeline. I could afford rent only for three months. And we were saying, let’s try if it works perfect. If not, there is always a job that I can find and then go back to the normal life. And that is how actually the story behind BizzBee started because it was a gamble. We were not funded by some external money. It was bootstrapped, four interns, some furniture, basic equipment, rented office. And we were like, three months. What’s the worst that could happen?

[00:06:20.690] – Stefaan – Yeah, that’s an amazing story. And yeah, the nomad life is something that’s really appealing for most of them. But building a company around that is definitely also something that I think it’s more possible now than it was before. Like you mentioned to hire an office and to put people there. But if you would do it in this time, like with Covid and all, do you agree that you wouldn’t even need an office anymore and you can still do the digital nomad life? Do you still have a team around you that can build the company?

[00:06:55.910] – Dancho – Yeah, it is a business model that could work. Now in 21st century office are becoming obsolete. My problem, Stefaan here was that Dancho, the entrepreneur and the micromanager delegates to a freelancer. And then it’s like, okay, but when I’m going to get the job, is it finished already? But is it by the quality that I want to be done? And at some point I said, you know what? If I really want the quality, the control, I need full time employees. And you’re right. It doesn’t have to be in office. But somehow I now prefer having everybody that are in BizzBee to be full time employees, because I can guarantee the quality. And I can have commitment in timeline, because freelancing is even a cheaper option. But an advantage is that when you don’t have work, you don’t need to pay the person. But then when they need you, they are shared resource, so they might be stuck at the moment. And yeah, the physical space is becoming obsolete, especially now during this Corona where all our employees are working from home, we’ve realized that you could do a pretty good job remotely, is just that I’m the old school. I want to get into the office, talk to the project manager, talk to the team. If there is a problem that can be solved immediately, the communication is much more when you’re in the same office. Productivity, it could be even lower because there is a lot of chitchatting, there is a lot of stuff. But at the end of the day, when it comes to synchronization, when you have people physically in the same office, it’s a bit easier for me.

[00:08:32.210] – Stefaan – Yeah, exactly, that’s true, of course. Like, the lines of communication when you’re next to each other. Or if you are remote, that’s completely different.

[00:08:43.390] – Dancho – Especially Stefaan, when we are onboarding new employees, we were physically in the office, they can just sit and listen to the conversation and the culture of the company and how we do things. So when we were physically every Friday or every other Friday, we were going on a beer, not after work. During work time, we would go on a beer and have more direct communication. And now with the remote, yeah, we try to do some Zoom, non-formal gatherings, but it’s not the same. Beer is a beer.

[00:09:17.510] – Stefaan – That’s true. Would you say Dancho that’s also, like, the secret behind the quality of your team and the fact that you really trust them is by building those kind of relationships?

[00:09:32.370] – Dancho – Yes, it is the relationship. But it’s also the leadership style. When I started BizzBee the first interns, I told them like, you know what? The moment you no longer need me, I will hire you. That’s the end of the story. And for them, it was like, okay, what do I need to learn or what do I need to check at the beginning? So I don’t need Dancho anymore. And from my perspective, I was actually building an independent team. So my focus never, I will come and solve all of your problems, but I will just come as an advisor because you need to grow as an employee. And unfortunately, it didn’t work every time. Many people are like, okay, well, Dancho is not managing us, we can do whatever we want.

[00:10:14.230] – Stefaan – Yeah.

[00:10:15.510] – Dancho – For me, it’s easier. I would rather know that in the first two or three months, rather than figuring out that people are not really excited, maybe the passion is the key word. They’re not passionate about what you’re giving them to work, and then it just struggles for them, struggle for me. While on the other hand, if you make an independent employee, if they’re passionate about what they do, they are teaching me about the latest trends and what they’ve learnt, or they went to a webinar to listen about outreach or the latest things in LinkedIn. And I’m like, I did a good job. If they’re excited about it, they’ll keep learning on that area.

[00:10:50.730] – Stefaan – Yeah, exactly. This is something that’s really important and should be within your hiring process for every owner, where you try to find out what makes them really tick, what do they love to do. They can’t have great skills in specific areas, but if they don’t even love to do it, well, might not be a great fit, right? So what kind of questions do you ask in your hiring process to make sure that you have actually the people that are really passionate about it?

[00:11:20.280] – Dancho – Honestly, I spend so much effort in the recruitment process that at one point I gave up. People know how to fake the recruiting. They can make so good impressions, say all the right words, and do all the right movements that you’re saying this is the perfect guy. And then one and a half months within the work, you realize that you made a big mistake.

[00:11:42.450] – Stefaan – Yeah.

[00:11:42.940] – Dancho – So instead of trying to get it on the interview for me, it’s like, come and start working in one and a half months. I know whether you’re interested in this, whether you like it. And instead of putting all the effort at the beginning on the planning, on the psychology review and quizzes and testing, I said, Stefaan, let’s do the agile way. Let’s onboard them if you need one or two people on board four or five people and you’re saying, you know what? In one and a half months, I’ll really know who is really excited in this area or not. So I would rather take a decision and start moving and correct myself rather than spend three months in interviews and psychology, because of course, I do the interviews just to make sure that they’re really not idiots or something. But beyond that, I realized that people can fake stuff, especially when they are after a job. And I understand them. Their point of view is I need to get a job. But from my point of view, how can you find the best candidate? And I’ve realized you can. So you just take a few, give them tasks and see how they behave, because many times it’s like they’re smart, but their behavior irritates everybody around them, and they’re just not a good team member.

[00:13:01.710] – Stefaan – Yeah. That’s a good point where you don’t spend hours and hours interviewing people and the whole process behind the hiring. But once you get one interview or two interviews, you already know more or less just put them on the spot, like make them do it. It’s like hiring fast and firing fast. Is that right?

[00:13:21.930] – Dancho – Yeah. I would rather make a mistake and hire a wrong employee and know fast that they are wrong or spend a lot of effort in looking over the CV. CV is written on a paper. I can have an expert write me the most polished CV, just going to tell the story of how impressive I am, so it can be done by someone else. But also you could be a remarkable person. But if you’re not fitting the culture of the company, it’s not the same.

[00:13:49.410] – Stefaan – That’s true.

[00:13:50.390] – Dancho – The agile way for me, it was always the best way because I would rather make my mistake and correct myself rather than not doing anything, just being scared of making a mistake.

[00:14:03.570] – Stefaan – It seems like the agile way is really the way that you have been able to grow the company in a good way, like with a good foundation and making sure that they’re always on the same good track, right?

[00:14:17.030] – Dancho – Yeah. The agile was some of the foundations that we built beyond, because I told you I was working for a software company where they were doing the waterfall. And I was actually implementing the agile with Scrum methodology. And I was so fascinated by the concept that I actually did my master thesis. Like on my executive MBA, I did it at the Sheffield University. My master thesis was actually comparison of the agile methodologies and their implication in the software companies. And I’ve realized that you no longer need that long business plans. Five years business plan, by the way, nobody anticipated the Coronavirus, but you’re just having a general direction. And then with frequent modification and adjusting, you’re actually responding to the environment rather than hitting your head into a wall without having any other effect. Why? Because three years ago, it was planned like that. And that’s it, no other ways. Indeed, the agile was one of the foundations. And then the second biggest thing that we’ve learned, like, Eureka, was the outreach process. Because even when we started BizzBee, we were still like, geek economy, freelancing and stuff. But at one point, when I had quite a lot of employees, I had to figure out a way of finding other works, because when you work on freelancing platforms, you are competing on an international level. And there are people that can afford quite lower hourly rates or project rates just to get the project. So we’ve realized that with the outreach is the only way how we can find new clients. And for me, the agile and the outreach were the two Eureka, because with the outreach, yeah, we’ve got a lot of new clients, which was the main benefit. But also the secondary benefit is that we got a lot of feedback out of them. It’s like talking on meetings, talking on meetings. But one client said, yeah, but I wanted something more sophisticated like that. And we’re like, okay, so we’re not doing that. But then 15 other owners of companies said, we want that like, okay, there is an opportunity in the market. If 15 companies like it, let’s do it. And then you have that service, you’re going back with more clients, and then they’re like, well, you know what? We actually need this or a variation of your service, or that is how we started with database building. And then they said, well, you know what? If you had a copywriter, you can start creating email campaigns. And so many clients said that it came like a normal thing to grow, to have a full time copywriter to do the email. But then clients started like, well, you know what, if you had LinkedIn as well, because now social selling and that part. And when so many people are saying that you have to add it, and then as you talk on LinkedIn, it evolves. What if we do this? What if we create our own framework? And with the outreach, we also got the feedback. And as we were agile, we were able to switch direction or tailor our company according to company needs. Rather than focusing our five year strict business plan without any care about the environment or Corona or the digitalization.

[00:17:32.310] – Stefaan – I think for many people, it sounds switching your offer that much is a pain where many people say, okay, you need to have, like, one product, one offer, one price that works the best. Stick to that for the rest of the time. But you switched your offering based on the feedback of your customer.

[00:17:57.510] – Dancho – Yeah, it’s interesting, Stefaan. You are completely right for a certain time of period. And then you’re not. Because let me tell you when we started databases, there were no automation. I mean, backing 7, 8, 10 years ago, there were no scrappers, crawlers and stuff. And in the database we were quite good, but we had to do everything manually. But we are still very good at the database building. But at one point when we moved to email campaign as well, we were new in the email campaign. But then all the scrappers came in and our workload of database drowned significantly. So if we didn’t make a change, we wouldn’t exist. And email started spam, spam, spam. We saw the opportunity for the LinkedIn when there was no one else in the market for LinkedIn. So before Sales Navigator, actually, after LinkedIn introduced Sales Navigator, so we moved to LinkedIn, we were pioneers on the market and it was good for us. And you had a product and you’re selling and you’re like, yeah, one product, one offer. But then they see the great opportunity. And then other competitors are getting in. And then you need the next best thing in order to say, you know what? Well, actually, we’re going to have a book now and then some of the competitors, I’m hoping that in a year from now they’re going to say, you know what? We’ve also wrote a book, but then we’re going to build an Academy. So yeah, it is one thing. But when you have a very nice thing and you have a good margin, even there are going to be more and more competitors entering into that market and it’s going to get saturated. So you’re either going to need to find the new thing or you’re going to keep fighting on the prices. And the only way you can find a new thing is by listening to the customers. I mean, yeah, we’ve heard a lot of crazy ideas from the customers, so we don’t have any idea. But for me, it’s really statistics. If I see that there are so many clients asking for something particular. For example, now I told you about we have some plans on July to publish a book from UK publisher. And hopefully by the end of this year we also going to roll out on Prospecting Academy. But now we had a lot of feedback that clients that we work with on the outreach process are saying that it would be nice if you also have the content aspect covered, like being able to cover social posts, blog posts, newsletter even to their database. So now we’re seriously considering that another layer of BizzBee where we are saying, you know what with the prospecting, we can reach out to prospects and calls and start the relationship. But on top of that, we’re going to start using your LinkedIn profile with social posts. We’re going to start creating blogs, weekly bi-weekly. And we can even do newsletter in order to start doing the nurturing process on the long term. And many of the prospecting companies are focused only on prospecting. So with this, we’re going to have some unique angle, and I think it’s going to keep us for six to twelve months and then everybody’s going to do that. So we’re going to head up to something else.

[00:21:03.210] – Stefaan – Yeah, being agile is so important, especially in these days. It’s like you said, nobody expected Covid to happen. And a lot of businesses were so overthrown by it that they were paralyzed in a way. And I think the most successful businesses were the ones that adapted pretty quickly. Even if you see the boss, they adapt pretty quickly by going online and stuff like that. That’s being agile, that’s listening to the audience, listening to your environment and making sure that you make the right decisions. What would you say to business owners that say, yeah, it’s all fine, but I don’t have time to listen to my audience every single week or to my team. I don’t have time for that.

[00:21:51.090] – Dancho – It’s funny. It’s like I’m so busy that I don’t have time to be there. But you’re right. There are companies that have packed schedules and they’re like, I’m just executing. I don’t have time to breathe. And I think that the problem is a bit deeper because if you are a founder and you don’t have the time, it means that you need to look into your team. You’re either don’t trusting them, so you’re micromanaging everything or you don’t have the right team. At the end of the day, you need to surround yourself with people that you can delegate. Yeah, there will be mistakes. But so do we, we create mistakes as well. But on the other hand, if you cannot see, the saying, the forest from the trees, you really need to take a step back, even going on a two week holiday, because for me, the first few days were really weird because I was proactive. But then I started thinking, where do I want to move the company in which direction? And what is the feedback? So the agile way is the actually only way how you can succeed. You made a good example with the restaurants. You have agile restaurants and traditional. The traditional says, okay, Corona hit. We’re going to shut down end of business. the agile are like, what are the opportunities that we can do right now at this point? Well, we can do take offs, we can do deliveries, or we can start preparing food for manufacturers with a discounted price just to keep the door running and stay afloat. That’s in their business plan for three years? Of course not. That just responding to an external environment. And now it’s a good example, but Corona is an extreme external change. But why just the Corona? Why don’t we respond to smaller changes in the habits, the customers or in the habits of the market? You’re going to see that they want some particular kind of coffee, or people are moving towards vegan and vegetarian. And then it is you to say, no, we do everything with meat, or you’re just not closing the meat part, but just creating a side menu for vegetarians in order to address that new market need.

[00:23:59.550] – Stefaan – Yeah, exactly. Being adaptable, making the changes that you need to make. It really sounds like it’s really a roller coaster. It has been a roller coast for you. You said it yourself. Entrepreneurship is a roller coaster without stopping. So it keeps going and going and going. What do you put in place within your own company for your team to make sure that you are adaptable, but it’s not something that puts a lot of extra stress to the team? How do you balance that out?

[00:24:34.470] – Dancho – First roller coaster, it is. It will always be. I’ve realized that since I did a lot of business plans for entrepreneurs, the successful one from the non-successful is just the passion. Whether they love what they’re doing or not. Because obstacles there will be a lot in business. The only difference is that the non-passion person will start the business, see a problem, that’s it, I tried, I got this obstacle. I cannot continue, you see, I tried. The passion one is going to be like, okay, an obstacle. Try to around it, over it. Youtube tutorial on the one screen, doing the work on the other screen, learning how to overcome the obstacle. But then they can continue. Then they have another obstacle and then another and another and another. And I still have obstacles. It’s just that as I grow, the obstacles become more complicated and more sophisticated because that’s how we grow, actually. And now in BizzBee, what we are doing is more like a six month plan, Stefaan, but it’s still not a plan because it is like a product backlog, like we are trying to see, okay where we are at the moment, what we managed to do in the last six months, where do we want to move in the next six months? So we make a general roadmap. But then every month we are reprioritizing everything like, okay, do we want content creation? Okay, let’s put it into the six months. Whether it’s going to be the first, 2nd, 3rd or 4th, 5th, 6th, depends on that month. How crazy your staff, how the environment change. For example, few weeks I’ve seen some note notification. Linkedin is going to reduce the invitation limits to 400 invitations per month, and it’s like we don’t care about that. We’re just going to continue with our plan. No, we are actually creating new strategies, help even get more results. Because we’re seeing LinkedIn is trying to get away from all the spammers and focus more on quality of a relationship. Which is good for us. But at the end of the day, we do six month plan. We never expect that we’re going to finish everything in that six month plan. If we finish 50%, we are happy because we’re 50% better than before. But we always make it flexible because we really need to be able to respond to the external environment.

[00:26:55.350] – Stefaan – Yeah, that’s good. That’s a good fit for a lot of business owners. Instead of putting out their goals that they really want to get, like, a deadline of okay, within six months, this is the goal. If we don’t meet that goal, it’s all bad. No, make it indeed an agile goal, we want to get to that point. What do we need to do? We break it down month by month, but things will happen. So we adapt. We know that we need to adapt month by month. We take a look at it and we’re fine with that.

[00:27:30.070] – Dancho – Yeah, exactly. It’s not whether things will happen in this six months. You’re just planning that things will happen in this six months. You plan already, like from now to New Year, God knows how many things will change in BizzBee Solutions. And we’re adding it into the plan. It’s like, okay, so we need to have per time for all the new unknown things that will show up. So we would have the capacity to respond. It’s not like we planned July till December and then in August, something happens and we’re like, okay, we’ll address that in January because we are planned for this year. It’s more like, okay, that’s why in the plan we are actually adding it. And I remember in software development when we were working when we were making the monthly sprint, we were always planning at 60% to 70% capacity because as you start the development, unexpected things show up. But also client bugs showed up that we had to have dedicated resources. You cannot tell a client, I’m sorry you have this bug, but for this print, we already have our capacities. We’ll try to see what’s happening in the next month. So we actually plan for the end plan. So when it comes, you already have the capacities and resources to handle it.

[00:28:40.350] – Stefaan – Good point. For the next few weeks and months, how does BizzBee looks like? What is really still going to change?

[00:28:55.450] – Dancho – So many things on so many fronts. If you ask me, the general trend is to reduce quantity, focus on quality. Because I’m a believer of quality, never on quantity. So in regards to our outreach on LinkedIn and email, we’re going to try to work more on customization, on personalization, actually getting more real engagement in relationship rather than spamming. In regards to that, we want to add the content services in parallel because they support the whole outreach process. When someone reaches out to you and when you check their website and you see there’s no blog, there’s no case studies, there’s no social proof or it’s like complete blank, you don’t trust them. They’re like a new business or when someone connects with you, and then from time to time, you see their active posting about what they’re doing, and they’re happy about it, you start to notice them and their name shows up more and more. So the content part is another aspect that we want to expand. And from there the goal is we are going to cover the done for you, as an agency, we’re going to have the prospecting and the content, and then we want to move from done for you to do it yourself. So the goal is by writing the book and publishing it. You have a cheaper alternative to learn how to do it yourself. Then with the online academy, which is eight week academy is another way how you can learn to do it yourself. And in that way, we’re covering two different markets, people that don’t have the time and just want to pay for the expertise. That’s the done for you agency. People cannot afford the agency or they want to learn it themselves, even for career path. They can go with the do it yourself, whether it’s the book or the academy. And in that case, we have a good hold as a prospecting agency.

[00:30:49.450] – Stefaan – Sounds good. So Dancho where can they find BizzBee? Where can they find you?

[00:30:56.720] – Dancho – Yeah, on my desk usually. But if you go to www.bizzbeesolutions.com, you can find a lot of information about the outreach. I mean, we don’t hide the knowledge, we share everything. So if you go under the “resources” every second week we have a new blog post. If you subscribe, we have a weekly newsletter as well, but we also have six or seven ebooks that describe each part of the outreach process, how to create a database, how to define your ideal client profile, how to create messages, even how to nurture the prospecting. So if people are interested in giving their luck and train themselves with the outreach, we have all the knowledge for free. And by free, I’m saying you need to leave your email because that’s how it works, but that’s generally free. You can unsubscribe after you get the ebook, but at the end of the day, people can learn it and get some insight. And we post a lot of insights on our website. So I can just recommend that you can check it once, but then you need to check it more often to see all the new content that we’re posting.

[00:32:03.260] – Stefaan – Okay, great. So the link is right here down below. Go there, go check it out, go check out BizzBee. Dancho, thank you very much for your time today. It was awesome to see you. And yeah, I hope that you will keep growing your business, that you can keep going on those two weeks holidays. Let’s keep in touch on it.

[00:32:25.970] – Dancho – Thanks, Stefaan. Thank you very much for inviting me on the show. I truly hope that I inspired at least some of the people to look at the agile approach and understand the importance, but also to try the outreach for gaining clients, but also getting the feedback because those two things really help me and BizzBee Solutions to grow significantly.

[00:32:47.070] – Stefaan – Perfect, thank you Dancho. Thank you for the time. Thank you for listening or viewing and see you next time. Bye, bye.

[00:32:53.660] – Dancho – Thank you!