Contents

The relevance of this book ........................................................................................................................... 2

The Gap between your idea and a job offer................................................................................................ 3
What it means to have (Job) Experience ..................................................................................................... 5
Your Inner Compass ..................................................................................................................................... 8
The Hospital Case ..................................................................................................................................... 9
My perspective as client ....................................................................................................................... 9
My perspective on the business ......................................................................................................... 10
The principles behind the services that were offered ........................................................................ 11
Presenting the solution ....................................................................................................................... 13
The Restaurant Case............................................................................................................................... 15
My perspective as client ..................................................................................................................... 15
My perspective on the business ......................................................................................................... 16
The principles behind the services that were offered ........................................................................ 17
The MVS presenting the idea .......................................................................................................... 18
The Outside Compass ................................................................................................................................. 23
The Approach ......................................................................................................................................... 23
Choose your favorite company ........................................................................................................... 23
Research the company........................................................................................................................ 24
Find a relevant problem or opportunity ............................................................................................. 31
The MVS Minimum Viable Solution ................................................................................................. 35
Establish a meeting ............................................................................................................................. 44
Tips for The Meeting. .......................................................................................................................... 46
Shortcut list with action steps ................................................................................................................... 49
Appendix..................................................................................................................................................... 54
E-mail to the hospital to get an appointment......................................................................................... 54
The Message sent to the restaurant ....................................................................................................... 55

The relevance of this book

Usually, when people decide they need a new job, the first thing they do is to start searching online or in
newspapers, or they jump at improving their resume and cover letter. Next, they keep submitting their
resume over and over again until they get an interview and eventually, a job.
As result, they get frustrated during the process because it takes too long, they dont get any job
interview or if they get it, they dont pass it.
One of the reasons is because it is too crowded with this approach because everybody does it.
In this book I show you that you can get a job by approaching just ONE company with what you already
know and what you can do, without a resume and cover letter, even if you have no experience or skills.
I will explain how you can do this throughout the book. But first, I want to tell why my method works.
In 2011 I decided that I wanted to become a business developer being inspired and haunted by Jay
Abrahams business philosophy and work. Jay Abraham is a leading authority in the business world and
has influenced people like Tony Robbins, Ramit Sethi, Stephen Covey, Brian Tracy, Diamond John, to
name just a few. In addition, he developed thousands of companies based on the principles that shaped
my mindset since I decided to become a business developer.
During my journey since then, I approached companies to help them grow or improve their business. As
a result, I have been offered jobs on the spot. In addition, I didnt have any business experience and any
skills from other jobs. I had just an idea to improve the activities of those companies and I was packed
with the principles and mindset that I learnt from Jay Abraham.
When I approached those companies, I applied the principles that I learnt from Jay Abrahams work. This
means I didnt do random and it didnt happen by chance that I got job offers. So, the approach that I
show you in this book has a very solid foundation in Jays 30 years of work and I applied it myself.
Thus, you will discover how you can get a job by using what you already know and understand in your
work field even if you dont know your skills or do not have any job experience.
That is why this book is a learning tool. It provides principles that you can adjust, adapt according to
your own context, situation, individuality and creativity. It is a learning tool because it requires practice.
If you like to expand your mindset and want to learn new concepts, strategies and realities, Jay Abraham
shares many of his seminars and books for FREE. Many of these resources were sold for many thousands
of dollars. No matter what your background is, you will get a great mind shift and definitely you will find
concepts, practices, techniques and principles that you can apply in any work field. You can check them
out here http://www.abraham.com/profitresources/.
I will also write the second part of the book where I show you how to make the analogy between the
cases presented in this book and your situation. I will write about other cases with people that I consult

to apply the same method explained in this book in order to get a job. If you are interested to read the
second part of the book, please send me an e-mail to mihaeladragan05@gmail.com with the subject I
want the second part of the book.

The Gap between your idea and a job offer

This is how we usually experience life: go to work, shopping, cleaning, socializing, vacations, getting
married, have kids etc. In each of these areas, we come up with ideas or ways about how to improve
them. Then we either do it ourselves or communicate our idea to others, next people either accept our
idea or they reject it. Sometimes we have ideas that work, sometimes our ideas dont work.
Would you like to transform an idea that you have into a job offer? I will show you how you can do this
because not any kind idea can be successful.
The greatest obstacle in turning your idea into a job offer is your mindset.
Let me give you an example that illustrates this better. When you go to the bathroom, do you ask
yourself: hm... should I use the toilette paper or shouldnt I? Obviously, you dont ask yourself that
because it is one of the countless actions that we do on a daily basis, without thinking about it and that
we do on automatic pilot.
However, the first packaged toilet paper was made 300 years after the flush toilet was invented. This
means that many of our current, daily activities were not common sense hundreds of years ago.
This 300 years gap represents the distance and the wrong mindset that stand between you and your job
offer which actually is a more psychological process that you need to overcome. So, let me show you
how this 300 years gap looks in your current context of job hunting when you submit your resume and
cover letter.
I will start by asking you an apparently unrelated question, but that it will explain the gap very well.
Why do you think you need to read more books from a specific field or subject in order to understand it?
Because you pick up and process just 11% of information at a time according to the story in your mind
and the analogies your make accordingly. After reading the first book, you build a new neuro
connection, you add up to the story you already have and can make new analogies. So, when you go to
the second book, you will grasp a little more information because you can make more analogies thanks
to the new information that you added from the first book and the story in your mind that you had
before reading the first book.
And you keep reading until you get a sense of understanding for a certain field. But, the brain power is
endless, so you will never stop to build up on the story in your head and in this way you increase the

capacity of your brain to make analogies. Eventually, people will think you are smart, intelligent. They
might also consider you an expert or educated person.
But guess what: our brain does this thing called analogy every single day in your life because this is how
it learns. You go to school and you learn new stuff about how people relate, about geography, math,
friendships. So, you have more information in your brain, thus a wider capacity to make analogies which
means that you have increased your ability to understand, to process information and solve problems.
And then you become an adult, youve gone through a lot of experiences (in family, society, neighbors,
jobs, relationships etc.). At this point, you might feel stuck because you take your experiences for
granted and not as a source to learn, develop your ability to make analogies and hence solve problems.
This is because they dont come from a common accepted source of INFLUENCE. Your personal
experience is not something that comes from a famous book written by a famous guy, nor does it have a
fancy name attach to it, such as CEO, business expert, you name it. As a result, you dismiss it and
overlook it.
Society tells you have to have a particular job, with a particular name, in order for that experience you
gained to be called actual experience. Then you have to use it and put it in an accepted INFLUENCE tool
like a resume and cover letter in order to influence other influencers (employers) that you are relevant
for the job you want. And then, these influencers invent and use this complicated application and
recruitment system because they know you want to influence them with a wildly accepted influence
tool that tells a lot about your image, your brand, but not about your personality. So, you send out, over
and over again, your resume and cover letter until you will be selected for an interview. During an
interview these influencers (employers) will ask you a set of practical and psychological questions that
help them to get an idea of who you really are. This is how they will know if you are able to solve the
problems from the posted job because the person who solves problems at work is the same person who
solves problems in everyday life.
So, because of this factor called influence, the influencers use a complicated system to sort out the
information you provide through influencing tools (nice written resumes with pictures, linked in profiles,
cover letters, business dressing code etc.). This is because they want to get to the core of the real YOU.
You are the sum of all your experiences. Your ability to be competent in your field and the wisdom of
solving problems come from this sum. They dont come only from a specific job that you had in a specific
moment in your life. Job history and the skills you acquired are important because they talk about your
competence.
In the same time it represents an experience just like the rest of 90% that you have 24h/day and that
you dont put in your resume. As a result, employers spend a lot of money and create recruitment
systems so that they can get to this 90%, namely the ability of solving problems which is a matter of
making analogies among all the experiences in your life, not just in your specific field because this is how
our brain works. So, one can only find out about this ability of yours by talking to you in interviews.
So, what does it have to do with reading books? Well, I said in the beginning that your mind perceives
just 11% of the information. So, you read more books to get more insight into the subject or you reread

the same book more times over. This is actually happening with employers: the resume they read from
you is 11% of the information they perceive about you. So, that is why they have to check you multiply
times over with interviews and all kind of questions and tests, so that they get the full grasp about you,
about that part and ability you dont put in your resume and that is solving problems, creates ideas
every single day and that you take for granted and overlook it. They want to know how you think, not
only what you can do.
This is your 300 year gap between you and a job offer if you apply with a resume.
My method is a shortcut to this complicated process. It cuts to the chase and gets to the point because it
avoids this type of recruitment system. My method closes the gap between your idea and a job offer
because it directly points to employers how you apply your skills at work; it shows the real you, the full
grasp of you and it makes the lasting impression that employers want to find out when they invest time,
money and effort in recruitment systems.
It requires preparation, but the difference is that you have a higher level of control. By going with the
usual resume application, you already realize that you lose a lot of control because employers make the
selection and you lose visibility. As a result you apply randomly to multiple companies and then, you
settle where you are chosen. Using my method, you choose your favorite company.

What it means to have (Job) Experience

I have just read a sponsored article on FB from a blogger that I have never heard of before. He says I
was asked to write my own biography. I am 33 years old and I havent accomplished anything in my life.
The article starts off with the idea that he has nothing to write about. He continues by giving reasons
why: he barely graduated a low rated high school and university. He took a look on a few short
biographies to understand better what one should write about. And he discovers that they all mention
things such as: I started out by collaborating with the X newspaper, my editorial career started with
the Y publishing company, I wrote a book.
Next, he remembers that he is 33 years old and he hasnt accomplished anything significant in his life
and that he has nothing to write about.
Most people look at the big picture in their life and measure it against what is commonly perceived and
accepted as accomplishment, such as: the money they earn, the level of their career, specific skills, type
of job, the level of formal education, the company they work for etc.
Next, they jump right to the conclusion and judge their relevance according to these general accepted
standards. They do this without taking their time to think things through and without having patience to
ask questions, step by step in a systematic way to uncover their answers or solutions.

People dont take the time to acknowledge their own small victories and analyze the principles and
causes behind them. This is because they dont come from a source of influence. Thus, most people
consider that if you write a book or work for a popular company and/or have a set of specific skills that
is generally sought then you have THE experience that makes you relevant.
By this, I dont mean skills and experience are not important. I mean that most people focus only on
these and only on one approach to get a job. By doing this, they miss out, they remove a lot more
opportunities to develop their career and enjoy life.
So, basically they try to match their own individuality and set their standards according to what is
general accepted as successful, then they follow a general accepted approach to get a job and without
knowing it, they do what, in general, everybody does and so, they get stuck because of too much
competition. As a result, they submit their resumes hundreds of times before they get a job offer
because everybody competes with the same criteria and approach, namely skills and resumes.
It is really crowded because everybody does the same thing: everybody applies for jobs with resumes
and everybody writes about their skills in their application. So, in this situation and context of crowded
place where everybody does the same thing to get a job (apply with resumes), you dont need more
skills, more references, more connections, more quality networking or an improved resume because you
already have everything that you need right now. All you have to do is change your approach.
If you havent checked anything from this popular list accepted by society (like our blogger), then you
have nothing to write about, neither in your biography nor in your resume. This leads me to my point
from the previous chapter: most people dismiss their everyday experiences as a source for learning and
making progress. The irony is that people DO learn something new every day that has nothing to do with
jobs or formal education because this is how the human brain works. However, they are not aware of it
because they dont take the time to ask themselves what the causes and principles are behind obvious
actions and general happenings.
As a result, people just pick up the clues, what seems to work, the technique, the practice, the tactic and
they accept it as a GENERAL valid solution. This means they expect to solve multiple similar problems
with the same general valid solution that worked in past situations and experiences.
With this approach, sometimes you get it right, sometimes you dont. Why? Because, indeed, job
experience is an important factor for finding answers to current problems and it is a way to solve them,
but only if the problem has the same pattern as your past problem that helped you get your experience.
So, people expect either that situations wont change or that they will solve problems in different
situations with the same technique or tactic. And we all know that there are always unpredictable
factors that show up in our daily job. This means that we have to adjust the technique, the tactic, the
process in order to handle the new situation. However, we can do this only when we understand why,
how and when things work and dont work. This implies that we analyse the situation, the outcomes in
order to identify the cause of the problem before jumping to any conclusion or before applying directly

a solution that is not relevant or that might solve just the effect of the problem, but not the cause of the
problem.
We usually work within established systems which are called businesses or companies. This means that
there are activities, tasks, responsibilities and processes that require repeated and predictable actions in
order to perform. So in this case, you get it right because you know how to implement a specific tactic,
practice or technique. And you do it over and over again because the job implies a relatively predictable
cycle or pattern.
For example, operational jobs, such as cashier: it is always about scanning products and cash in the
money.
But when problems dont have similar patterns, as your past ones, you get stuck. Why? Not necessarily
because you dont have enough experience, but because you didnt examine the systematic way in
which the old and familiar patterns occur and neither how you solve them. So, when a new and
unknown problem pattern occurs, your whole experience doesnt help you when you apply it with
instinct (jump to solving them) and you get stuck because you dont have the EXPERIENCE of examine
patterns. This means having the ability of finding the causes behind problems and the principles behind
things that work.
That is why experience perceived as skills is not enough when it comes to getting a job. That is why
employers need to examine you during interviews. They need to know how you think, who the person
is behind the skills and results written in a resume.
If you get the ability of identifying the principles and the causes behind every situation, then you are
able to adjust, twist the technique, the tactic that you applied previously in a similar job.
A job is like a business: you need to think what you do, why you do it and how it works what you do. In
this way, when you get stuck or you dont get the desired results, then you will look at all the elements
involved, you will identify the mistake and adjust accordingly.
For example, in consulting companies like McKinsey and BCG (to name just the popular ones), interviews
are simulations of day-to-day jobs where interviewers ask the type of questions that real clients ask. This
type of interview is held for both graduate and experienced consultants who apply for a job there. This
is because these companies are interested in how candidates think, their mindset and their approach to
solving problems. They want to know how you ask questions, how you make assumptions, how you
identify possible implications, factors that can influence the answer to the question asked.
This is the principle behind my approach and why it works. My method is about identifying principles
and causes behind small and obvious facts, come up with an idea to improve the situation and present it
to the decision maker. That is why my method is a shortcut: because it proves and shows directly to
employers how you think, how you solve problems without any complicated application and
recruitment systems.

When you apply for a job, the employer wants to find out if you can handle and solve the problems
involved in the job. So, you need to prove that you are a problem solver and you can do the job.
That is why my approach is about identifying a problem your target company has and prove to decision
makers that you can solve it by presenting a possible solution for it.
My approach is about having an idea which I call a minimum viable solution (MVS) about how to make
things better in a company, department, production line etc., present it to decision makers and
eventually, get a job offer. I call it MVS because it requires a process that I will explain throughout the
book. This process starts with changing your mindset about the implications for getting a job.
As I mentioned at the beginning of this book, the right mindset starts with acknowledging every day
experiences as your main source for solving problems and come up with useful ideas. This means you
are aware of your ability of understanding, of solving problems and making analogies not only at work or
school, but also during your common activities, such as shopping. This awareness is your inner compass.
Your Inner Compass: is about your skills, your ability to understand things and make analogies, your
mindset, how you think, what you like to do, your life experience and everything that has to do with
your inner world. This is what companies are looking for when they invest time, money, effort in
recruitment systems. They want to know who you are behind the skills and results you present in your
resume.
In this chapter, I show you two personal examples of minimum viable solutions (MVS) that were the
result of being client experience. In these common situations I used my inner compass to identify
opportunities for improvement, come up with MVSs and present them to decision makers.
So, I will show you the experience of getting a job offer through my own eyes.
The Outside Compass: is the actual approach explained step by step, what you have to understand and
do in order to put all experiences at work.
First I describe my experience of getting job offers because I want you to see that opportunities come
from our everyday experiences that we all have, but most people take for granted. However, after
reading this eBook, I hope it will become obvious to you that your experience, relevance and ability to
solve problems dont come just from the skills you put in your resume.

Your Inner Compass

The purpose of this chapter is to show you how you can see and identify opportunities for getting a job
with what you already know and can do besides submitting your resume and cover letter.
In this chapter I describe 2 of my experiences that got me job offers on the spot. Here, I show you the
process, how it happened, how the events evolved one after the other.

The next chapter (Your Outer compass) deals with step by step instructions, the approach that explains
the logic behind the events described in this chapter and that will allow you to do it for yourself.
Here I show you my experience as a client, how this experience helped me observe the business activity
Before getting job offers from the hospital and the restaurant, first I was their client. My experience as
client helped me to observe the process in the patients daily routine, see the business activity behind it
and identify an opportunity which eventually got me a job offer.
I want you to realize that this is a natural process, the result of having general experiences in which you
use your inner compass to identify the opportunity for improvement that can find you a job.

The Hospital Case

While being a client of the hospital, I identified a problem that the patients had, I found a solution for it,
I went to one of the hospital managers and present it. As a result, I got a job offer on the spot.
The idea: cook Romanian food for Romanians
My perspective as client
Here I describe the details of the services offered by the hospital because later in the chapter I will point
out to this specific information that helped me prepare a compelling presentation.
My mother was being treated in Istanbul and I was travelling often with her from Romania to Istanbul.
When we were arriving at the airport, a hospital car was waiting for us to take us to the hospital. Also
there was another car at the hospital that would drive us to the hotel where we were going to spend the
nights. Every time I went there I noticed that we were not the only Romanians coming to this hospital.
We were between 10 -12 patients and attendees coming from the airport.
The transportation service was for free. We had to pay for our hotel room but we had a discounted
price, about 50% because we were clients sent by the hospital. Breakfast was also included.
The next day we were going to the hospital for my mothers treatment. There an interpreter was waiting
for us and joined the doctor appointment in order to translate the conversation. Usually, Romanians
dont speak Turkish, so the hospital hired translators for foreign patients.
Depending on our schedule at the hospital, we were having lunch there at the canteen together with the
medical staff. The food prices were very convenient. Dinner was something we had to handle by
ourselves. But there were also times when we were at the hotel for lunch. We didnt want to eat there
because food was pretty expensive. So, when we were coming from the hospital, we were often
stopping to super markets to buy food that we would eat in our hotel room. Occasionally we were also
eating in random restaurant in the town. But my mothers health condition was not very good, so it was
very difficult for her to move around.

Some of the Romanian patients were going through the same experience with the food and others were
satisfied eating instant soups in their rooms. Given the health condition of most of them, instant soup
was not the best alternative.
I was already using their services, and had already been there 5-6 times, when I had a conversation with
one of the interpreters and I noticed both a way to improve a service they were offering and a business
opportunity created by this improvement.
This was the idea that got me a job offer.

My perspective on the business

In this section you will see which part of my experience as client helped me identify both the patients
problem and its solution. How my perspective shifted from being a client to seeing a business
opportunity.
During this conversation, the translator said she had noticed a common problem: foreign patients
didnt like Turkish food. So, she thought it would be a good idea to open a restaurant to serve
Romanian food to Romanian patients.
This created an opportunity to come up with a solution to solve this problem. Although the restaurant
idea came from the interpreter, I immediately made the connections according to my business mindset
I had acquired from Jay Abraham and saw the opportunity for service improvement that I presented to
one of the hospital directors and the CEO.
After the conversation with the translator I realized that for me and my mother it was the same
situation as the other Romanians. And since the food from the hotel was expensive we were left to buy
it from the supermarket.
Although the issue and the idea came initially from someone else, the experience as a customer was
there, so I immediately identified the consumption pattern which I was going through as well, and that I
explained above.
So, the idea for a business opportunity popped into my head. I told the employee about it and that it
would be beneficial for her as well and that I would go to one of the managers and discuss it and explain
it.
My idea was that the hospital should be cooking Romanian food for Romanian patients because it
already had the necessary facilities and staff, and because they were providing daily lunch to the
hospital staff where patients were also eating. In addition, they could have got the menus from a
Romanian restaurant.
How does it sound: too simple, obvious, shallow? This idea got me a job offer in 5 minutes.

10

Well, hang on because the MAGIC happens when you articulate it. And guess what! It doesnt matter so
much the idea itself, as the way you articulate it, your mindset behind it, what THINKING brings you to
the idea or its relevance. I think your ability to articulate an idea, proposal or opportunity, problem or
situation will directly influence what position you are going to get in a company. This is because you
prove the ability to see beyond simple and obvious facts, you can identify possible causes and effects,
things to be improved and activities that waste time and money. Overall, by articulating an idea right,
you prove how you use your skills at work. So, dont take small things for granted. Small improvements
drive big results.

The principles behind the services that were offered

Principles act like a compass within your mind that helps you IDENTIFY opportunities for improvement
and come up with solutions.
The idea of cooking Romanian food was pretty simple and could have been offered as feedback to the
hospital by any of the unsatisfied patients. However, what made me COMPELLING in front of the
managers was the fact that I identified the business principles behind the services offered by the
hospital.
In the table bellow I outlined the business principles that I learnt from Jay Abraham and that helped me
identify the opportunities and articulate a relevant business proposal for the hospital. By combining
these principles with actual facts helped me to see the business opportunity behind the simple and
obvious information that everybody had access to it.
The interesting part is that we all have a background, a mindset that helps us make decisions and solve
problems on a daily basis.
So, in the first column you can find the information that you read in the section about my client
experience. In the second column you find the principle that allowed me to see the opportunity beyond
the information itself. These will be explained in more detail bellow.
Customer services / my observations as client
Free transportation to and from airport, Translators
Free transportation to and from hotel

Patients didnt like Turkish food

Hospital kitchen
Restaurant menu

11

Business principles behind them

Strategy of preeminence, added value
Strategy of preeminence and Joint Venture/
somebodys pain is somebody elses
opportunity
Strategy
of
preeminence,
leverage
infrastructure, make it easy for them to buy
from you
Strategy of preeminence, infrastructure, make
it easy for them to buy from you
Leverage infrastructure
Joint Ventures, leverage

Strategy of preeminence and added value

The Strategy of preeminence means that you fall in love with your customer, not your product or
business. This means that you always think of how you can serve your clients better, how much value
you can provide, how you can take the risk from them and make it easy for them to buy from you.
In the hospital case, they had decided to focus their strategy on the Romanian market. But the distance
between countries would make it difficult for Romanians to go regularly to a foreign hospital. But the
hospital anticipated this challenge and added value to the traveling patients by offering free
transportation to and from the airport, discounts for the hotel rooms, and also provided interpreters to
translate conversations during consultations.
The route from the airport to the hospital was provided by the hospital. It was a small cost compared to
the amount of money patients were spending and relative to the cost, effort, time it would have taken a
patient to take a cab, or other form of transportation from the airport to the hospital or hotel.
This means that if the hospital provided Romanian food, it would be a small service that would offer
added value for patients just like the other services mentioned above.
Joint Venture (JV) and leverage
JV definition: These are strategic alliances with other businesses that allow you to access their capital,
clients data, infrastructure, marketing, sales force or distribution that they already spent resources to
build and that you can already have access to.
Leverage definition, according to Jay Abraham: gaining the fullest advantage of the efforts, the
expenditures, the momentum and the velocity that other people or businesses have already put into
motion - and that you can get a free and very lucrative ride off of.
In order to provide this value to their patients the hospital made JVs with hotels and leveraged the
hotels situation to their own advantage, which in turn was beneficial also for their patients and the
hotels.
For hotels: it was a great opportunity because their business was season based, but the hospital had a
relatively constant flow of patients. So, the hospital became a source of clients for the hotel. Clients that
hotels didnt have access to, especially during off-season periods and for which they didnt have to
invest any resources to acquire them: no marketing, no advertising, no time, effort spent to attract
them. In exchange for this great benefit, for this additional business they got from the hospital, they
agreed to offer their rooms to the patients with a 50% discount and also free transportation between
the hotel and the hospital. So, hotels got ongoing business in their off-season period and the discounts
they made would be offset by repeated clients. This means that through this JV, hotels leveraged the
market of the hospital and they didnt have to invest time, effort, money to acquire it.

12

For patients: it was a benefit because they paid 50% less for their hotel rooms and they didnt have to
search for accommodation when they were coming to the hospital. Translators would take care of room
reservations and drivers would take them from the airport all the way to their room. So, patients
benefited not only from free transportation and discounted prices, but they were also free of the
worries, time and effort they would have spent to make these services available to them.
For the hospital: they added extra value to their patients. They made it easy for them to come to
Istanbul for treatment and not spend additional financial resources. They did this by leveraging the
hotels situation and infrastructure. The hotels situation was that the off season period was dead for
them because they didnt have clients. If they had had enough reserved rooms, they wouldnt have
accepted the hospital clients at a discounted price. So, the hotels pain was the hospital opportunity. The
hotels infrastructure is related to their free rooms, restaurant, staff, car and driver for transportation.
Romanian Restaurant: the hospital wouldnt have to make their recipes in order to provide Romanian
food. So, they would apply the same principle as above, namely they would go to somebody who
already had what they needed. In this case, it would be a restaurant and they would leverage their
recipes.
The kitchen: it is part of the infrastructure. Thus, they can leverage it and use it to provide Romanian
food.

Presenting the solution

After I had the customer experience, identified the patients problem and the idea to cook Romanian
food, I prepared for the meeting with the manager by analyzing and using the business principles
explained above in order to support my idea. The fact that I used the business principles to prepare for
the meeting, it turned the idea into a solution.
I put them all together and this is how I articulated the solution to the decision makers:
The Situation: since I have been coming to your hospital in August, me and my mom have had the
chance to interact with some of the Romanian patients and at the same time listen to their pains,
concerns, satisfactions or dissatisfactions about the medical services, the hotels, the services overall
comparing to Romania etc. There is one particular dissatisfaction that I overlooked, but which has
been pointed out later by the interpreter, Glseren and made connections immediately. Most of the
patients do not enjoy the food that you provide here. Alternatively they buy their own food from the
supermarkets, restaurants or eat instant soups in their hotel rooms. None of these alternatives are easy
for sick patients: the food from the supermarket is not cooked, the one from the hotel restaurant is
rather expensive and instant soup I think it is obvious.
They dont buy the food that you have here and they spend their money on hotels meals or street
meals.which is much more expensive than if they had bought it here.

13

THE MVS: So why not make their life easier because they are already sick and tired. Why not offer
Romanians another type of food? This really means that the solution would be to provide Romanian
food next to the Turkish food that you already provide.
What do you think?
Comparing to the huge amount of business that you have here, and to the money that patients spend
here, the profit might look not so high. However, providing Romanian food would be a great relief for
the individual patient who already struggles with his disease. Offering a warm like home meal would
mean a lot to them.
The Set up: so why is this an opportunity for the hospital?
First, because Romanian patients find it difficult to get a warm, convenient, familiar meal, thus they
have an unsatisfied need.
Second, because you, the hospital, can provide it in such a cost effective way. What I mean is that you
can use the kitchen that you are already using it, you can use the cooks that you already pay for and
you can use the chairs that you already use. This means you already have the assets, the infrastructure,
the people, the paying system in use, you already pay for it in order to provide food for your staff. So,
why not use it again, optimize its use, in order to provide Romanian food to the Romanians.
So what would it mean to you financially? Well, lets say that one person spends 10 L (Turkish lira) in
average per meal. The interpreter told me that there were around 50 Romanian patients who treat
themselves daily here. And these patients do not come alone, there is always a second person who joins
them because of their sensitive situation. This adds up to 100 persons who can potentially eat a meal or
2/day in the hospital. Lets say that these 100 persons eat just one meal because they dont have to stay
the whole day in the clinic. This means 100*10 L= 1000 L/day * 20 days/month = 20 000 L/month. Of
course, from this amount you have to subtract the small fee that you will pay to the restaurant and
the ingredients costs etc.
What could mean an extra 240 000 L per year just from one meal a day? You could hire more
translators, invest in marketing, invest in new uniforms for your staff, etc.
So, you can earn 20 000 L from just one meal, but the 2nd meal will also be eaten here, in the hospital
lif patients are still here. Their current alternatives are to eat it at the restaurant or (as one patient told
me) to eat instant soup in their hotel room.
So, what you can do is to give the menu to hotels too so they can also cook Romanian food. And this
means that you will charge hotels a small percentage from the business that you bring to them or you
can negotiate lower prices for Romanians just as you did with the discounts for room hotels and the
free transportation service.
This will work very well for the patients that undergo radiotherapy because they stay here for a longer
period of time.
In order to do this, you can take the menus and the recipes from a good restaurant in Romania and
some of the ingredients because there are some special ones that we have only in Romania. The
restaurant will respect the hospital quality, hygiene criteria because it will also provide the ingredients
that one cannot find in Turkey at the acquisition cost. The restaurant could also provide some safety

14

documents with respect to the ingredients. The best part is that, you can pay a small fee to the
restaurant for using their menus and recipes that they already use. This means the hospital can pay a
small price because the restaurant doesnt put any extra effort, energy and it doesnt cost anything
besides what it already pays for.
Test lets do this as a test for 2-4 weeks with one Romanian meal. If it doesnt work, you will have had
lost a small amount of money. But if it works you can keep doing it because you add more value to
your patients services.
So I took a soup recipe and calculated the cost at retail price, with respect to the ingredients, and a
portion would cost 1.7 L. However, at a retail price the cost would go down. Transportation costs.
Go to the restaurant and propose the agreement for a 3 weeks test. Get the menus, the recipes and
pay them after you sell the soup.

The Restaurant Case

Just as in the hospital case, first I was a client of the restaurant then I identified a problem and a solution
for it.
The idea: sell raw food products in a social hub
My perspective as client
I used to buy raw food from a raw vegan restaurant. I loved the products, but they had the shop in
downtown, which is too far for me. They also have a free delivery service. Clients can order until 12 pm.
Every day there is a different menu available and you can get at least 2 discounted products if you order
the whole menu.
After ordering 3 times I realized something was stopping me to order again. The process of ordering was
pretty simple and usual: you see their daily menu posted on fb or sent into your e-mail box, and then
you place your order online or on the phone.
After I ordered 3 menus, I also wanted to try other products. So I was constantly checking their website
for something new to try. In their daily menu there were products that I already tried and products that
didnt go well together. Additionally my appetite for raw food came after 12 pm. So I found myself
pretty often speculating and hoping that the products I wanted to eat would be included in the daily
menu, and also in the combination that I wanted. But it didnt happen. Sometimes I didnt feel like
ordering the whole menu or my appetite was changing by the time I could buy what I wanted.
Sometimes I felt I wanted to eat just one particular sweet.
Because of the free delivery service and the fact that I ordered 3 times from them, I assumed that there
were more clients with a similar situation. This meant that there was a small underserved market in the
area I lived that felt constrained just as I did. For the restaurant it meant that it has an untapped

15

business opportunity: a market that was not fully leveraged and properly served. The end use: customer
benefit
A location in the area where I lived would be a great idea to give clients the flexibility they needed and
make it easier to buy what they wanted, when they wanted (principle: make it easy for clients to buy
from you).
I also knew about a great social hub in my area that organized events and was also serving snacks and
other foods to attendees.
So I immediately made the connection and realized that the restaurant could sell their raw vegan
products at this social hub.

My perspective on the business

After I saw an issue as a customer, then I also identified the opportunity in their business.
The transition from being a customer to seeing the business opportunity came when I found it difficult
to order the 4th time.
So I realized I am client who has an issue with their service. This made me think that there might be also
other customers like me that order from them and have the same issue as I do. This meant that there
was a market opportunity: clients that want to buy more products and more often. So, the restaurant
had the opportunity to sell more to the same market. This meant they could increase their sales without
spending more money on advertising and marketing, no additional costs because of the free delivery
service.
Free delivery service was initially a customer benefit and because of the mindset I acquired because I
educated myself reading from Jay Abraham, I could also perceive it as a cost for the restaurant: money
for gas, the vehicle and salary for the driver or delivery boy. This meant that because of the untapped
market potential, they could optimize this cost because it was an underutilized asset in their business.
This meant that they could KEEP using the free delivery while increasing their sales.
This is how I got to the MVS (minimum viable solution) = sell their products at the social hub.
Although the solution might seem obvious and simple when you arent looking for it, you may miss it.
Even if you dont miss it, you have to able to give a MVS and not a simple feedback for a problem. This
was the situation even with the owner of the restaurant. This brings me to my initial point: this idea is
the result of a MINDSET. This means you are familiar with principles behind facts, you are able to
identify them and articulate them to your prospect employer. Also this would mean that you are able to
articulate the problem.

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The principles behind the services that were offered

My observations as client
Market opportunity
Free delivery service
Customer issue

Social Hub

The Principles behind the facts

3 ways to grow a business
Optimization and leverage
Someones problem is somebody elses
opportunity / weaknesses in the business system /
Strategy of preeminence
Joint Venture, leverage

3 ways to grow a business

According to Jay Abraham, there are just 3 ways to grow business:
1st increase the value of the transaction: the customer buys more products. If you go to McDonalds and
ask for a hamburger, they always ask you if you want some French fries and cola attached to it. This
principles implies that you offer a high diversity of products and this was one of the reasons why I
couldnt order the 4th time (I wanted to try new products and they were not available in their daily
menu).
2nd increase the frequency of the transaction: the customer buys more often. In the restaurant case, it
was difficult for me to buy more often from them because of the distance. So, selling their products in
the social hub, allows clients to buy any time in the day because it is closer and makes it easy to come
more often.
3rd increase the number of clients: you can do this through several ways. Some of them might be: by
investing more in marketing, by entering new markets, by having a formal referral system, by having
strategic partners that allow you to get access to their clients.

Optimization
This means you will find a solution for their challenge by suggesting a better use for their current
resources. These can be unused, assets, financial capital, infrastructure, for their sales force, for their
advertising etc.
Conventional business thinking says that if you want to serve a market, you need financial capital to
invest in a new location. This implies financial capital so that you can rent or buy a space, equipment,
hire people etc.
But I saw the free delivery service as an underused asset which was a cost that could be optimized by
bringing their products closer to their market in a new location.

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Joint Ventures
These are strategic alliances with other businesses that allow you to access their capital, clients data,
infrastructure, marketing, sales force, distribution they spent years to build and that you can also have
access to. This was actually the MVS: do a joint venture with the social hub.
By making a partnership with the social hub, the restaurant would leverage their location without any
investments or other additional costs for rent, infrastructure, salaries with employees etc.
Strategy of preeminence
This means that you fall in love with your customer, not your product or business. This means that you
always think of how you can serve your clients better, how much value you can provide, how you can
take the risk from them and make it easy for them to buy from you. You wont think of how much money
you can make.
So, formulating a MVS (minimum viable solution) becomes very obvious: bring your products in a
location closer to your market. In this way you make it easy for your customers to buy more from you
and more often, increase your sales without any financial investment on your part by optimizing your
underused assets (free delivery service), leverage your existing market and your partners location and
infrastructure.
Maybe you wonder why so laborious explanations for such simple facts. Because you need a deep
understanding through principles of how things work because they give you awareness. Otherwise, you
wont be able to see beyond the FACT itself (i.e. a customer issue), you wont be able to assume possible
causes in the business system and because probably the obvious and simple facts are the only
information you have available when researching the targeted company.
Even if you have access to more private information about the company you want to work with you will
still have to make the connections. Also you will need to be able to articulate what you see, their current
situation/problem and the solution with which you will come up. This means you need to be familiar
with the organizational elements behind simple and obvious activities in a business. Otherwise, you will
When you are aware of a specific principle, you will apply it at will, hence more often.
As you can see, from both of the proposals, the principles were the same. This is because of the mindset
I have developed and which allows me to see different opportunities.
The MVS presenting the idea
In this section, you can see how I presented my idea to the restaurant co-owner by putting together my
observations as client and the business principles explained above.
The Situation: the restaurant has a shop in downtown and it also delivers their menus with free
transportation to their clients.

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I am a client and I have ordered 3 times through the delivery service.

By being your client and knowing that you have your store in downtown, I have realized that I am
constrained by your catering service which implies the following restrictions:
1. one must place orders until latest 12 pm
2. buy products of a certain minimum value
3. the distance involved, which is too big, to buy on a frequent bases.
It is very inconvenient, for me, to be restricted by these factors because you have very delicious
products. But the restrictions related to time, distance and value of a purchase dont allow me to satisfy
my appetite.
Since the restaurant offers free delivery to clients, and already pays anyway for these resources, I
suggest you optimize the cost by distributing your products on the shelves of Forte Life.
As a client I want to be free to eat what I want when I want it, in any quantities without being
restricted by time and distance. The reason is simple: because appetite comes spontaneously. Of course,
the delivery service is still a benefit.
Your current market that is not in downtown (various regions in Constanta Romania: Tomis 3, Tomis
Nord and Dacia) is constraint to place orders between 10 am and 12 pm. But if the restaurant has its
products at Forte Life (Dacia area), the clients in this area can buy anytime between 10 am and 10 pm,
thus offering the flexibility to buy in any quantities and combinations before 11 oclock. Also the location
encourages sales and makes it easy for the customers to reach your products because they are at an
arms length from them.
In addition to reaching your current market through the distribution of your products through Forte
Life, the location also encourages your prospects that know about the restaurant to come by and try
your products.
This will increase your sales without any investment in infrastructure (rent with the location, electricity,
salaries for employees etc.). This means you will have cash flow without risking and investing any of
your time, effort, abilities or money and then try to get your return on investment.
I know you plan to open a new location in the Capitol area. With Forte Life you have the opportunity
to get faster cash flow that you can use to speed up the investment for the second location.
You can also take orders after 12 pm because you are closer to your market.
You will increase your income by serving 3 types of clients:
1.

Your current market from Tomis 3, Tomis N. Dacia: the clients that already buy from you
through the delivery service and directly from your store in downtown.
2. New clients that come from Forte: the clients who buy frequently from Forte and participants
who come to events that take place at the location. There are between 10 and 120 participants
at the respective events.
3. Prospects that know about your restaurant, but have never felt motivated to travel to your
shop or to order through the delivery service.

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The METHOD: Because with every test there is risk, there could be products that will not have been
sold by the end of the day. The first step would be to test this joint venture with a smaller amount of
products.
Test 1: we can estimate how many products will be sold by looking at your market in these 3 key areas
(Tomis 3, Tomis N and Dacia). Specifically we will look at the sales that come from delivery, most
frequent sold products and the number of clients that have order from these areas.
In addition, we can look at the market in downtown at the ration between the sales that you get from
catering in this area and the sales that you get directly from the shop.
After analyzing all these data we can estimate how many menus we should first bring at Forte. As a
bonus you can instruct the driver to tell the clients in the area that they have products at Forte Life as
well.
Test 2: first we can try selling products that are easy consumed and can be taken on the go, such as:
crackers, protein bars and juices.

Probably you still wonder how I saw the principles behind normal facts and happenings. This happened
because I had already had a mindset that I shaped by studying Jay Abraham (business and marketing
strategist). The proposals I have made to the hospital and the restaurant are attempts to emulate Jay
Abraham when he approaches companies to help them grow their businesses. My mindset was the only
relevant business experience I had and I didnt really have particular skills. But because I was able to
articulate the ideas as solutions, I was offered jobs.
This means, that no matter what your background is (drop out college student or an expert), you have
everything you need to succeed and use this approach because the only experience you need is the one
of making analogies (that comes from your experience in life) and understand what you see and be able
to articulate it.

The importance of Articulating your idea

As you can see the ideas from both case studies were simple and could have been observed by anyone.
But usually this type of solution gets dismissed because it seems too obvious or the explanation is not
articulated properly or it is given as feedback.
In spite of their simplicity, I had to explain the situation in detail in order to educate the decision maker
about how I saw the situation, not because she didnt know it or understand it, but because I knew it
and because I wanted her to see that I understood it and for her to respect my ability.
There is a great example given by Brian Tracy in the introduction to his book Focal Point. There was a
major technical problem at a nuclear power plant. This malfunction was slowing energy generation and
reducing the efficiency of the entire operation.

20

So, they brought the nation's top consultants on nuclear power plant construction and engineering. The
consultant arrived, put on a white coat, took his clipboard, and went to work. For the next two days, he
walked around, studying the hundreds of dials and gauges in the control room, taking notes, and making
calculations.
At the end of the second day, he took a black felt marker out of his pocket, climbed up on a ladder, and
put a large black "X" on one of the gauges.
"This is the problem," he explained. "Repair and replace the apparatus connected to this meter, and the
problem will be solved." The malfunction was soon repaired, and the plant was back up to full capacity.
About a week later the plant manager received a bill from the consultant for $10,000 for "services
rendered."
The plant manager was surprised at the size of the bill, even though this was a multibillion-dollar facility
and the problem had been costing an enormous amount of money in lost generating capacity. After all,
he reasoned, the consultant had come in, stood around for a couple of days, written a black "X" on one
of the gauges, and then returned home. Ten thousand dollars seemed like a high fee for such a simple
job.
The plant manager wrote back to the consultant, "We have received your bill. Could you please break
down and itemize your charges? It seems that all you did was to write one X on a single gauge. Ten
thousand dollars appears to be excessive for this amount of work."
Some days later, the plant manager received a new invoice from the consultant. It said, "For placing X
on gauge: $1.00. For knowing which gauge to place X on: $9,999."
This is what happens when you dont explain the situation, the problem and your approach to solve it:
people will take it for granted. This is not because they are mean, but because they dont understand
and they dont see the principles and the causes behind problems. That is why it is your job to educate
your prospect employer about how you see things, no matter how simple or obvious they seem to you.
Experts dont overlook small facts or ideas because they understand the principles behind them. And
they also know that best results in life come from making small shifts. If you dont understand the
principles, the causes behind events, then you wont observe the necessary information, implications
and you wont be able to articulate your idea.
Nowadays, articulating is a challenging task because most of the people are BUSY DOING and they dont
take the time to evaluate, to analyze why they do what they do, how it works what they do. Even if you
are an experienced, skilful, competent person in your field and you will find it easy to identify a relevant
problem and also come up with a brilliant solution, you must be able to articulate it in a compelling
matter. You will be able to do this when you are aware of what you do and can explain it to others steps
by step so that they replicate what you do. But, if you dont take the minimum time to evaluate your
experience, why you are good at something, then you will know it just for yourself.

21

According to Tony Robbins, this is when you already have it in your gut what you do, you dont think
about it anymore because you have done it so many times over, with so much repetition that you just
do it. Just the way you thigh up your shoes, you dont think about it, you just do it. It is already in your
instinct.
What you also need is conscious competence. This is when you are aware of what you do, step by step.
You still put a certain degree of effort to make things happen, you think about what you do and count
your steps. If you skip this step, then you probably dont evaluate what, how, why it works in your job,
and hence you cannot explain to others the results of your work.
In addition, the risk of being only busy doing is that you lose focus of direction and this will make you
overlook and articulate obvious information. And since you cannot articulate your work, then your
experience, skills are not relevant anymore because employers wont see your impact on their business,
so you wont be able to ask for a higher pay check.
Articulating is important because this is how you will sell your mindset, your skills set to your target
employer. By articulating, this is how they will see you are competent and they will appreciate your
competence, not the solution you offer in the first meeting. This means you will also be in a position of
asking for a higher income.
This means that when you go to present a solution to your boss or target company, you always have to
articulate the situation that they are in, the problem or opportunity they have, the effects derived from
them before you spell the solution out. So, dont underestimate what you do, just because to you it is
obvious.
The experts job is to simplify the work, to help achieve higher result with less time, effort and money.
That is why they spend years of practicing and training because they get that navigation system that
helps them cut through the information junk, through the unnecessary perceptions of reality and that
gets them to that minimum cause in order to improve the situation significantly.
Dont worry if you dont consider yourself an expert yet. I was not either. But I had a good enough
mindset that allowed me to articulate the situation in a compelling and clear manner. That is why is
important how you say it, not what you say. This means that no matter what your background is: a
college student, home staying mom or consultant, you have what it takes in order to be able to explain
your point of view. Thus, dont fall in love with your idea, but with the ability to articulate it.
You will learn in the Construct MVS subchapter on page 37 how to articulate a compelling idea or
solution.

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The Outside Compass

You already have experience (maybe also skills), a mindset and, I assume, you also have an idea where
you are going. This is your inner compass.
The compass from outside includes rules, principles, methods, criteria, approaches that we use as tools
in order to manage our life, to make it better, to improve it, to be happy, to progress in our relationships
and at work etc. For instance, applying with your resume in order to get a job is an approach; it is a way
of doing something.
The explanation from the first chapter is just a big picture about a widely accepted and used approach
for getting a job. In reality the experience is different for each person. That is why you have to do what
works best for you; this also includes submitting your resume to get a job. At the same time you have to
ask yourself this: How many times have you heard that a person (or you) submits her resume to one
company for one job and actually gets that job? If this is the exception rather than the rule then I think
you should question this APPROACH and try to improve it, make it better or change it all together. Just
the way you improve and try to make things better with everything in your life.
So, my approach for getting a job is just that: another approach, but an improved one that works better
than submitting resumes. This means you should be open to TRY new things in order to grow, but
ultimately you should DO what works for you. You can follow my approach all the way through or you
can make a combination between my approach and the resume one, or you can create your own. There
are no rules! You make the rules! I am just showing you what has worked for me.

The Approach
In this section I explain the steps you need to take in order to get job offers. They are the same steps
from the proposals in the previous section (Your inner compass).
Choose your favorite company
There are 2 ways you can decide about the company you want to work with:
1. Personal preference: You can directly decide about a company you want to work for by looking
at your personal criteria for choosing an employer. There can be things like the size of the
company, their position on the market, start-up or already profitable, the owners or CEOs
mindset, genuineness and business or personal philosophy etc.
2. Through client experience: You will choose a product or service that you have been using for
some time. So, look at the places, shops, restaurants, car washing services, supermarkets etc.
that you already buy from or have enough information about etc.

23

If you focus on products and services that you are already using (not necessarily like), then you will have
more chances to identify errors and come up with solutions. This is because you buy frequently enough
from them so that you can spot some inconveniences or opportunities for improvement or more
business (more about finding opportunities or challenges in the next steps).
Or if you are an employee and want to get a promotion you can look at the systems inside the company
(e.g. security, accounting, HR department, production etc.). The point is to be a USER, either a client
(using a product or service) or an employee (using systems, working in a department, performing
activities in a company). Being a (loyal) client can be a starting point for choosing the provider company
as your employer.
At this stage, you are an observer and are experiencing the activity in your context as buyer or
employee. So, analyze your experiences as client and see if there is a particular company or CEO you like
and feel you can relate to.

Research the company

Researching the company has 2 steps: 1st collecting information and 2nd select the information.
1. Collecting information: at this stage you dont know exactly what you are looking for, so
find out as much information as you can about the company.
There are 2 ways to collect the information:
a) Go and see: It is a very important principle used by Toyota and it is called Genchigenbutsu (go
and see), which emphasizes going to the actual place to observe and understand.
So, this means you have to observe the business activity, processes, customer service, the traffic etc.
But since you are still looking for a job, you have to adapt the go and see principle and adjust it
accordingly. So, you will visit the business as a client. You go and buy a product or service.
This is important because it offers you the subjectivity that companies dont have over their activity. At
best they care for their clients and work hard to create value for them, but they dont know how it feels
like to be a client. (see The Hospital case as example)
This implies that you will actually pay for a product or service, go through the process of acquisition and
use the product and eventually, you have to observe if you are satisfied or not with your product.
The go and see approach is used by consulting companies for their clients. Consultants visit business
activities in order to collect and validate data, get correctly the context of the data and get more
business clients for the consulting company.

24

The same principle was used by Michelangelo. Before making a sculpture, he was going to study and
observe corpses to actually see how a muscle tissue looks like, the bone structure, the organs etc.
In the restaurant case I saw things starting with me as a customer. So, I first bought the product, became
a repeated customer and then I saw my experience as a client within their business model.
If you want to work with a company and buy their products it doesnt mean that you have to like or be
satisfied with the products. The logic behind this principle is the fact that it gets you valuable
information, details that you cannot find unless you actually GO and SEE, observe the dynamic in the
work field.
This is what James Cook recommends in his book The Start-up Entrepreneur, what you should observe
and what type of information you should collect:
Get yourself a small vest-pocket notebook. On one page write Needs. On the next page, put Errors.
Each day jot down minor exasperations you experience. Record when you want something that is not
there. Take note of shoddiness and poor quality. On the job, dont fail to sense the need for a missing
product or a lack of information. Note where the manager overlooks a market or mistreats a customer.
To do this properly, you have to think and have insight into yourself, otherwise you will miss these
human needs and blunders. Every day you will find out you want something that is not available. It
flashes into your mind and quickly disappears. You need to capture these thoughts and write them
down.
On the Errors page, put down examples of bad service and rudeness. When the telephone operator or
receptionist shuns simple politeness; when a reservation clerk treats you rudely; when the gas station
attendant makes you wait and then forgets to wash your windshield, jot it down. Enter them all, fill up
your page. In the evening, review and contemplate the results.
Get into the habit of noticing bad service. Sloppy, indifferent, slipshod treatment is commonplace.

b) Finding facts about the company

This is a step that you cannot skip! You need it even if you apply with the traditional method of sending
your resume. So, like it or not, you will have to do your research. You will find ways to know more about
their systems in place, their strategy, plans for the future, their challenges etc.
Every book about job hunting provides methods, tactics and strategies about how to research your
prospect employer. I am going to give you some personal basic tips that I have used and that work, but
you shouldnt limited yourself to these. You can use any method for researching as long as you will find
the relevant information you need.
Tips for researching a company:

Go to their website and seek information about their strategy, events they sponsor etc.

25

Google their name and look for random information about them
While searching on Google, look for new keywords about key people, news, activities and
strategies. These will give you clues where to expand your research.
Search for interviews, business magazines, media and also job postings (not necessarily to see
what jobs they have available, but to search for problems and responsibilities that need to be
delegated because your goal is to solve one).

It is not required to be a client and research the company in order to find the necessary information.
You can find what you need by doing just one of the two.
I didnt research the hospital and neither the restaurant, except for the e-mail address. It was enough to
see the opportunities for improvement and to write the minimum viable solutions with the information I
collected while being a customer. However, there were times when I had to do both.
For example, I provided a solution to improve clients consultations for a shop that was selling
customized outfits for men. I collected the information I needed about consultations by becoming a
customer myself and I observed the process from inside and in a subjective manner because I paid for a
dress-shirt. However, the fact that private consultations were a big challenge for the business owner
was information I found by researching the business. During interviews, the business owner kept
repeating specific objections clients had and that she had difficulties with. So, interviews are a great
resource for finding about challenges that companies have. You wont find these things on their website.

2. Select the information: after you collected as much information as you can, dont expect for
problems, challenges or opportunities to pop up, although they might.
You will have to select the relevant information from the data that you have researched, dig a bit
deeper in what you have available in order to find for a relevant problem, challenge or opportunity.
So, you make the selection process with the next 2 steps:
Step 1: filter information through/with knowledge and principles from your field and keep the relevant
one.
Look at the information you have available (from your client experience or research) and see which is
related, and according, to the main principles and criteria from your chosen field.
In my case, the principles that help me select the information relevant to identify and observe
opportunities and challenges are: Joint Ventures, optimization, leverage, strategy of preeminence, 3
ways of growing a business, look outside your industry.

26

Because I educated myself about Joint Ventures could SEE the partnership between the hospital and
hotels when I experienced the special services (free transportation and discounted rooms) offered by
hotels. As a result, I could ARTICULATE it in the MVS.
Because I educated myself about the strategy of preeminence, I noticed the additional value the hospital
was creating for their patients: free transportation, discounted hotel rooms.
Because I learned about 3 ways to grow a business, I could SEE the market opportunity, the underserved
market behind my frustration as a client, my inability to order the food I wanted when I wanted.
These criteria are important to be AWARE of because they will sharpen your focus. If you are not aware
of the important rules in your field, you wont be able to articulate the solution properly. I emphasize
their relevance in the The importance of Articulating section. You will sort much easier through the
information you collected.
In the restaurant case, I could look at the free delivery service and, I could see a cost that could be
optimized, could be used better, by transporting products directly to the social hub. So, the principle
that I identified was OPTIMIZATION.
If I had been a medicine student, I could have found relevant information related to the medical services
provided by the hospital. There were many comments among patients that were not satisfied with the
medical treatment they received. I knew nothing about medicine and consequently I couldnt see any
implications or influencing factors behind these facts.
Now you should be able to find relevant information according to the principles from your chosen field
that shape your mindset and or professional experience. And, if you havent noticed up until now any
particular challenge or opportunity the company might have, you will use the selected information as a
HOOK and take the next step.

Step 2: make assumptions based on hooks (the selected information).

Based on these hooks, you make assumptions. You will need to make assumptions in order to build the
story of their situation around a challenge or opportunity.
A situation is your understanding that you build based on facts and observations (the hooks).
It is safe and relevant to make assumptions because of 2 reasons:
1st they are based on facts (the data you have found at the collecting stage and sorted according to
principles in your field),
2nd you wont have access to all the relevant data that you need in order to formulate a problem and
come up with a solution.

27

So, you will ask yourself questions, such as: What are the implications for this to happen? What does it
mean? What are the possible positive or negative effects of this fact or observation?
So, you will answer with assumptions about the existence of other facts. Assumptions are also possible
implications or effects of the data (hooks) you have found.
Implications: these are the elements, the factors that are necessary to support the facts you researched
and observed. Look at your own observations and the data you have found and try to assume the
infrastructure in place in order to provide that service, product or that contributes to your client
experience. You can also try to think of their systems in place, suppliers, partners and daily activities.
Which of these is missing from their business activity or is wasting resources or is underused?
It answers the question: What is the cause of this fact? or What is the system, training, infrastructure,
resource, asset or activity that supports this product, service and influences, determines this experience
or result?
Effects of the situation: look at the facts and observations and try to notice if you are satisfied with a
product, service or if there are issues that bother you as client. If you dont identify any from your
personal observations, then you can assume possible effects (positive or negative) that are happening or
are likely to happen in the next future.
It answers the question: What does this fact cause? or What is the result of using this product or
experiencing or working this system, activity, process, department, people etc.?
In the restaurants case I assumed that it was not just me who had an issue with the delivery process,
but it was a general frustration (effect) for clients who were not living next to the restaurant location. I
also assumed that if I order their menu with free delivery (fact), then there are also other people (effect)
in the area that order and this meant that the restaurant had a small underserved market.
Sometimes ideas come in a flash without you thinking too much about them. There are also other times
when you have a problem that needs a systematic approach. If the former, dont just go to tell your boss
or prospect employer about it because it is likely she will reject it. Take the time to analyze it according
to this approach and adapt it to your situation. This is not because you have to be realistic and think
about your idea if it might work or not, but because you have to be able to articulate to others the
implications, effects and situation.
Your idea for improvement is influenced by 3 factors:
1st the current situation and conditions of the company,
2nd the implications to execute the idea,
3rd the effects, consequences, benefits that clients and the company experience after the idea is
executed.

28

You find more details about these 3 factors that influence your solution in the section Construct your
MVS.
That is why the idea, by itself, is not so relevant.
Before you present an idea or solution, you need to have a clear picture of the situation, even if you
have just a few facts and make many assumptions. You have to state them clearly. For now, your focus is
on facts and observations and the 3 factors that influence them.
So, when you look at the facts about the company and your own observations you should be able to see
the following:

a current situation. For example, the service system behind the product you use. The main
service sold by the hospital is medical treatment. In order for foreign patients to benefit from it,
they are offered free transportation from the airport, translator and they can also benefit from
convenient Turkish food. These are all facts based on my observations as client.

the implications that lead to a fact, an observation or contributed to its realization IF you are
aware of the principles that need to be respected in your field of work.

Fact and observation (hook): Free transportation is offered by both the hospital and the hotels where
patients stay.
Implications: This implies a partnership (JV) with hotels because hotels get periodically a relatively
predictable number of clients (foreign patients). The hospital supports the cost with the car, gas and the
drivers salary to bring patients from the airport.
Fact: Free delivery offered by the restaurant.
Implication: it implies a cost with the car, gas and the driver.

the effects of the situation. These are your experience as a client, the assumptions you make
based on the filtered data and also the flaw, challenge, the problem coming from the situation.

Observation and fact: The hospital provides convenient Turkish food.

Effect - problem: Patients didnt enjoy the Turkish food from the hospital. Another effect could also be
an inefficient medical treatment or diagnosis. This effect is the problem that the hospital has and which I
address in my presentation. By acknowledging this effect, one can notice it also represents a problem
that needs a solution.
Assumptions: It is feasible for the hospital to cook and sell Romanian food next to the Turkish food. The
cooks of the hospital are able to cook Romanian food and Romanians will enjoy it.

29

Fact: I order food from the restaurant on a regular basis.

Assumption: there are more people in my area that order food.
Fact: the free delivery service for food is set for specific hours and the amount of money spent.
Assumption - Effect: it creates frustrations among clients as it puts limits to their consumption and
preferences.

Action steps
Write in a notebook 2 columns: Needs and Errors. On the Needs column or page, write things that
you want and that is not there for you as customer. On the Errors page, write examples of bad service or
poor quality products.
In the evening, review and contemplate the results.
How to research a company:

Go to their website and seek information about their strategy, events they sponsor etc.
Google their name and look for random information about them
While searching on Google, look for new keywords about key people, news, activities and
strategies. These will give you clues where to expand your research.
Search for interviews, business magazines, media and also job postings (not necessarily to see
what jobs they have available, but to search for problems and responsibilities that need to be
delegated because your goal is to solve one).

Think about the main and the most important criteria, principles in your field, department, activity,
process that allows you to identify the implications behind obvious, simple facts and data you have
collected. (see all the action steps in the Shortcut list chapter/section).
Look at the information, facts, observations you have available and select the ones that are based on the
criteria and principles you have identified in the previous step.
Ask yourself: What are the implications for this fact to happen? What does it mean? What are the
possible positive or negative effects of this fact or observation? Can you make additional assumptions?
List all your facts, observations and write the effects and secondary effects, implications and make new
assumptions for each of the facts and or situation.

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Find a relevant problem or opportunity

Up to this point, you have decided about the company you want to work with, have become a client,
collected information and already sorted it out. Now you should be able to find a problem or
opportunity to work with.
Look at the assumptions (effects and implications) you have made in the previous step and
Try to find effects and think of assumptions and implications for every relevant fact and observations
you have found. This will help you identify an opportunity or a problem for the prospect company.
In the restaurant case the small underserved market is the opportunity I found because I assumed I was
not the only person ordering their food and because I knew about 3 ways to grow a business (principle).
This opportunity is an effect of the fact that I was ordering food.
In addition, the restrictions related to the money spent/order and the time frame for placing the order is
a fact. Another fact is also that these restrictions represent a problem for me. Although these
restrictions exist, they dont necessarily represent a problem for the rest of the assumed customers.
Maybe they are fine with the conditions of the delivery service. That is why I assumed that these
restrictions also represent a problem for the rest of the customers. Otherwise, the market opportunity
wouldnt pop up.
In the hospital case I discovered the problem that Romanians didnt enjoy Turkish food and I assumed
that it would make economical sense to the hospital to cook Romanian food and to make a joint venture
with a Romanian restaurant because the hospital already had joint ventures with hotels.
As you can see from the previous step, the identified problem (Romanians dont enjoy Turkish food) is
an effect of an observation and fact.
So, now you have to determine the relevance of the problem/opportunity by answering the question:
How important is the problem in the overall context of customer satisfaction, departmental, or
company goals?
This is the question that is asked at the Toyota production in Japan in order to find the relevant
problems that have to be solved and not to risk wandering with unnecessary tasks that waste time,
money and effort.
After analyzing my approaches to companies I found out that finding a relevant problem was at the core
of my proposals.
According to this question, a relevant problem respects 2 criteria:
1. Clients satisfaction: This means that the problem you identify affects other clients besides
yourself. Make sure, it is not just your case you are trying to solve and that it is a more general

31

problem. Or if it doesnt affect clients immediately, by solving this problem, they will get more
value and/or they will have a better experience.
2. Business performance: this means that the current problem you have found should have
negative effects on the company or department performance. If you found an opportunity (not
necessarily a problem) than it should improve the department or overall business performance.
Jay Abraham says it can be anything that can: increase productivity, the number of customers, the
revenue, the number of people that stay employed, inventory movements, paying more bills/hour,
collecting money, shipping products faster, etc.
After I identified these principles behind the MVS I provided, I also discovered that these are very
important practices for successful companies, such as Toyota.
According to Toyotas producing principles, from the book The Toyota way field book, this is what they
say about examining a problem before they decide it is worth solving:
1. Careful consideration must be given to understanding the characteristics of the problemby
weighing the impact of the problem on customers, employees, and the company, and finally by deciding
if the problem is important enough to dedicate valuable time and attention to solving. The inventor
Charles Kettering said, A problem well stated is a problem half solved. Put another way, a large
proportion of the problem-solving activity should be devoted to thoroughly understanding the problem
situation, which leads to focusing on the problem rather than its symptoms.
2. Focusing energy and leveraging resources is critical to achieving a higher level of success with minimal
effort. This starts with reaching agreement with all affected parties on the need to pursue the issue.
The way to find out if clients are satisfied is to become a client.
In order to see the level of performance in a department or company, you need to know the principles
and have the knowledge that allow you to see the implications and effects behind simple facts,
happenings, the daily routine in a business activity.
There are times when you can find about a challenge or opportunity because the CEO mentions it in
interviews or articles. So, you wont have to determine the relevance of the problem. Obviously, it is
relevant, since it is stated by a manager, CEO or business owner. However, you still have to explain it
because this will reinforce your arguments when you will present your solution during the meeting with
decision makers. Thus, you still have to go through these steps and think about the impact, effects and
implications of the problem or opportunity on both the company and its customers.
That is why it is necessary to have both the customer experience and the business perspective.
The customer experience: I have already mentioned 2 times how you can use your experience as a
client: for choosing the company you want to work with and for collecting information.

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Another use of this aspect is to discover if a problem is worth solving for clients and if it benefits them.
The best way to do this is to actually be or become a client.
In the restaurant case, I saw things starting with me as a customer. So, I first bought the product,
became a repeated customer and then, I started to notice inconveniences in their delivery service. I saw
my experience as client within their business model.
The logic behind this approach is the fact that it gets you valuable information, details that you cannot
find unless you actually GO and SEE, until you experience the dynamic in the service process.
Because I was aware of the importance of this principle, I paid a deliberate visit to the restaurant
location in down town. I went for the first time to buy something from their restaurant. Usually I was
just ordering menus on the phone. This time I didnt go as customer, but as business prospect because I
was formulating the business proposal and I wanted to see if I could find additional information about
their business or customer experience that could be relevant for the proposal. So, I talked to an
employee about their food and I also asked a few questions.
As a result, I found out that they were opening a new restaurant in town and had some challenges
getting financial capital. This was very valuable information because (as you could see from the
proposal), I could articulate the benefits of my proposal to their challenge.
Overall, you should have access to information related to customer services, processes inside the
business, depending on the type of job you are looking for. So, you have to adapt the go and see
principle to your situation. For example, if you want to work with a Mercedes Dealer, obviously, you
wont go to buy a Mercedes. However, you will adapt this principle by taking a drive test or you can ask
someone who has bought a Mercedes about his experience. Thus, you can be flexible in your approach
because the goal is to get information from the field and to observe the process and the dynamic in the
business.
For instance, if you work in accounting or production, you might have challenges to see the correlation
between processes in your job, the problem you find and client satisfaction. So, I will give you an
example from the Toyota work field to see the real problem and how it correlates to clients. It is about
an engineer who is trained by a sensei (teacher) in the production field.
When a robot in the Toyota factory breaks down, this is how the engineer perceives the situation:
When the robot breaks down, there is a fault in the loading zone because the weld nut does not feed.
We have been working with the distributor to replace the feeder and we have tried different ways to
find a solution, but nothing has worked out. This means we need a new robot.
If a problem is observed in this context, apparently there is no direct connection to customer
satisfaction and it looks like an exclusively internal problem that doesnt affect clients.
For the same problem, a sensei sees the situation differently:

33

When the robot breaks down, the line stops, we cannot produce the parts in time, hence we have to
work overtime to meet our demand, to send the parts in time to our clients.
This means that even productions lines and accounting are meant to serve clients because companies
EXIST to serve their clients. Hence, every process, activity, department in a business is meant to
contribute to clients satisfaction, directly or indirectly.

The business perspective: I mention above that the problem you have found must also be relevant to
the business, not only for clients.
This is important because you will have to talk their language and present your subjective perspective as
client in an objective manner by articulating the benefits for their business, the positive or negative
effects of clients issue or positive experience in their business.
At this point, you have to be aware again of the important principles and criteria in your field because
you will have to articulate how you see them working in their company in the context of the problem or
opportunity you have found.
Lets see how relevant the problems were for both the hospital and the restaurant case by looking both
at the client and the business perspective.

Relevance of the problem for the hospital: Romanians dont like Turkish food
1st Clients satisfaction
Patients were ill. This made their staying a difficult process because they were eating uncooked or
prepacked foods, they were wasting time on shopping and buying from supermarkets and fast foods.
Alternative foods were expensive or unhealthy.
All this information made the problem relevant to be solved because it was a general issue among
Romanian patients. This is because I observed this complain while talking to some patients and because
it was confirmed by the translator. Thus, apparently, a small, secondary, unrelated service (food) was
creating a big discomfort to patients.
2nd Business performance
Is it relevant for the hospital to solve this food problem for Romanian patients?
Romanians represent a small niche of their whole business, but their main market is the Turkish one
with other foreign patients from other countries. However, Romanian patients come to solve serious
health problems and one patient spends in average $10,000 $20,000. Therefore, the value of this small

34

market is relevant for the hospital business which means, it is worth investing for these patients
wellbeing.

Relevance of the opportunity for the restaurant: selling raw food products in a closer location
1st Clients satisfaction
It was relevant because clients had limitations with respect to the time of order, they didnt have the
flexibility of a normal shop schedule, the downtown location was far from our area, they were
conditioned by the amount of order. So, a location in my area would offer the flexibility to buy easier,
anytime during the day and in any quantity they wanted.
2nd Business performance
The opportunity becomes relevant to the business when I assume the restrictions that come with free
delivery are not a problem just for me, but also for the majority of customers.
This way, the restaurant would increase their sales if it brings their products closer to the market it
already serves.
All these arguments that explain the relevance of the problems are mostly assumptions. They still need
to be proven, but they make sense if they are true. As long as these assumptions tell your prospect
company why, you can build up the solution because your goal is to prove your approach to solving
problems, build a quality relationship and eventually, get hired.

Action steps
Look at the assumptions, effects and implications from the previous step and identify a possible problem
or opportunity for the company.
Verify the relevance of the problem/opportunity against the 2 criteria: clients satisfaction and business
(department) performance.

The MVS Minimum Viable Solution

Here your solution has to respect at least one of the 2 principles: optimization and leverage.
After you found a problem worth solving, your solution should be something that optimizes what the
prospect company is already doing. This means, you aim to come up with a better use for their time,
effort, processes, resources, activities or sales people. So, you take what they do and show them a

35

better way of doing it with almost no cost and get better results. You have an idea about what they do
because you have done your research and found a relevant problem to solve.
The reason why you should focus on optimization is because your solution should be about something
that they are already interested in. And their interests are the activities and projects they are working
on. In addition, it would be easier for you to deal with something the company is already working with.
In the restaurant case, I explained how the collaboration with the Social Hub would benefit the opening
of their new location. I know it sounds obvious, but they didnt see the opportunity. So, dont forget to
mention even the most obvious details because this is how you connect the dots for them and how you
talk about your ability to solve problems. In addition, the solution implied the delivery they already
used. As I mention in the beginning of the book, dont underestimate what seems obvious to you
because it might not be obvious to them and because companies invest big time in recruitment systems
so that they can get to it.
In the hospital case, it was about their current clients, a niche that was making them money and about
using their kitchen which was an infrastructure already in place.
If you try to come up with solutions that require investments and change in infrastructure, processes,
hiring people, you will risk losing their interest. This is because you dont have all the information
anyway in order to suggest such thing and because it will sound too complicated with the execution,
they might not just be interested in it, there will be too much work on your part to get your point across
and you make things easier by focusing on what they are already doing and the resources they already
have available. But, if you have the skills and the necessary experience, you can also suggest an
investment solution.

1. MVS explanation
The MVS doesnt have to be perfect and neither relevant. What must be relevant is the problem you
suggest to solve or the opportunity to be explored. There are 3 solid reasons why the solution doesnt
have to be perfect and why the problem should be relevant:
1st The point of a minimum viable solution is for you to articulate in a very comprehensive, detailed
manner their situation, the challenge, the opportunity you see and also the process of solving the
problem. In this way, you will talk about yourself, about your mindset while you walk them through their
own reality. It is not an abstract description as they would read it in a resume (CV). It is about your mind
at work talking about their challenges, what is important to them. Consequently, they will see you are
analytical, competent, skilful etc. and all the abilities you need them to see. This is going to touch their
soul very deeply.
In addition, this gives you the advantage of positioning yourself in front of them because you sell
yourself in a very tangible way because you will actually talk about them: their pain, their business, their
department and their opportunities. So, you should not have difficulties in asking the salary you want.

36

2nd you wont have all the relevant information you need. There is always inside, private data about the
company you want to work with that you will never get access to before you will get hired. So, they
might have other important goals or challenges to solve that you are not aware of. However, by showing
them your mindset and that you are able to approach problems in a relevant manner to them, you can
adapt your skilful approach to whatever is important to them when you will work with them.
3rd you dont want them to take your idea, your solution and use it without you being involved. It
happened to me already because I told them too much. So, dont bother of coming up with a perfect
solution. I go more into details about this issue in the Meeting section.

2. Construct your MVS - Articulating The Solution

At this point you put everything together and will just explain how you see things starting with your
experience as client or the data you have researched, the assumptions you have made, the problem or
opportunity you have found and the idea for improvement (the MVS).
First, you will write the situation section.
The situation: here you explain your understanding about the conditions, the processes, the activities
that the company has and that you are aware of because either you have the client experience or
because you have done your research about the company. So, these are the researched facts you and
your observations as client.
Then you continue with wrapping the situation around the challenge, problem or opportunity by adding
your assumptions to the facts you have about them.
As you can see from my proposals, I explained my ideas just the way I described my experience as client:
the way I feel and what I notice when I use their services.

The hospital situation

The Hospital Situation
Fact
Effect
Effect of the Assumptions
(problem)
problem
The hospital Romanians dont Ro. Pay for serves
enjoy it
inconvenient
Turkish food
alternatives

As you can see in the table above, a fact leads to an effect which can be a problem or opportunity which,
in turn, leads to another effect and or assumptions. They are all connected and this is how you put

37

together the situation. So, bellow you can read again the situation of the hospital according to the
table:
Since I have been coming to your hospital in August, me and my mom have had the chance to
interact with some of the Romanian patients and at the same time listen to their pains, concerns,
satisfactions or dissatisfactions about the medical services, the hotels, the services overall comparing to
Romania etc. There is one particular dissatisfaction that I overlooked, but which has been pointed out
later by the interpreter, Glseren and made connections immediately.
Most of the patients do not enjoy the food that you provide here. Alternatively they buy their own
food from the supermarkets, restaurants or eat instant soups in their hotel rooms. None of these
alternatives are easy for sick patients: the food from the supermarket is not cooked, the one from the
hotel restaurant is rather expensive and instant soup I think it is obvious.
They dont buy the food that you have here and they spend their money on hotels meals or street
meals.which is much more expensive than if they had bought it here.
As you can see, in the hospital case, I didnt make assumptions when I wrote the situation. The effects
are all facts that are confirmed both by my own observations and the interpreters. So, there are no
rules when and how to make assumptions. It all depends on the context and how it makes sense to you.
However, I made assumptions when I constructed the MVS, as you will see bellow.
I will mention again why this type presentation is powerful. Although I use a common language, the
situation addresses 100% the prospect employers interests (an important market niche) and this is the
only reality companies know, the only one they breath and the only one they care about when they hire.
I dont talk about me or my skills and neither about my resume or cover letter.

The restaurant situation

The Restaurant Situation
Fact
Effect
Effect of the problem
Assumptions
(problem)

Distant
Restrictions: the Cannot eat what I want
location
& value of the when I want it
free delivery
order & the time
frame to order

I order food
There are more
with
free
people in my area
delivery
who order food
(market
opportunity)

People are affected by

the
delivery
restrictions

38

As you can see from the table above, I identified 2 facts in order to explain the restaurant case.
The first fact (distant location and free delivery) has the effects that I have to spend a minimum required
sum of money and that I must order within a specific time frame. These effects are general facts
because it applies to everybody who orders.
As a result, the effect of this fact (problem): I cannot eat what I want when I want it.
The second fact (I order food) allows me to make the assumption that I am not the only one in my area
who places orders and there is a small market that is served with free delivery. This is not an effect
because the fact that I order doesnt influence other people to place orders. However, I can assume it is
an effect of the free delivery service.
As a result, I assume the effect that the people in my area feel also frustrated by the restrictions of the
free delivery.
Here is how I explain, construct and understand the restaurant situation according to the table:
The Situation: the restaurant has a shop in downtown and it also delivers their menus with free
transportation to their clients.
I am a client and I have ordered 3 times through the delivery service.
By being your client and knowing that you have your store in downtown, I have realized that I am
constrained by your catering service which implies the following restrictions:
1. one must place orders until latest 12 pm
2. buy products of a certain minimum value
3. the distance involved, which is too big, to buy on a frequent bases.
It is very inconvenient, for me, to be restricted by these factors because you have very delicious
products. But the restrictions related to time, distance and value of a purchase dont allow me to satisfy
my appetite.

The MVS: Next you present your idea for solving the problem by telling them why is beneficial to them
and to their clients. Here you present and explain as specific as possible how they can gain in terms of
money, time, effort, growth, more clients etc.
A solution always results from the negative effects of the problem or situation.

Fact
Turkish
food

The Situation
Effect
Effect of the Assumption
(problem)
problem
Romanians
Ro. Pay for dont enjoy it inconvenient
alternatives

39

Solution
Cook
Romanian
food

Optimize
- MVS
Leverage
The Kitchen of Cook
the hospital
Romanian
food in the

Distant
location
& free
delivery

Restrictions:
the value of
the order &
the
time
frame
to
order

Cannot eat Market

what I want opportunity
when I want
it

kitchen
A
closer Transportation JV with the
location
& The Social Social Hub
hub
infrastructure

After you describe de situation, you state the solution. As you can see from the table, the solution has to
be hooked, supported by optimizing or leveraging a resource that the company already has or can have
access to. Otherwise, you risk proposing solutions that imply big changes in infrastructure or big
investments.
For example, the interpreters alternative to provide Romanian food was to open a new restaurant. And
she was already discouraged from the start because of the huge financial capital she would have to
invest in the INFRASTRUCTURE of the restaurant. This was her personal idea and didnt intend to involve
the hospital. However, the point is that if you propose a MVS that would imply starting things from
scratch, you will risk losing the interest of the prospect employer, unless you really know what you are
doing. But, if you go for improving things that already exist, it would be much easier for you and would
make more sense to decision makers.
If you are still not sure what can be optimized in order to present a compelling MVS, then you should
look over again on your experience as client because it allows you to observe systems, activities,
processes, procedures, infrastructure that you wont find by researching on internet.
So, your arguments related to optimization or leverage will be supported by the implications and effects
of your MVS:

Implications which can be conditions that already exist, such as the infrastructure already in
place that is part of the assumptions you make and you mention in the situation. They can also
be additional resources, activities or people that still need to be mobilized in order for the
solution to be implemented.

In the hospital case, cooking Romanian food would imply using the kitchen and the staff that the
hospital has already in place. This argument is compelling because you suggest them to optimize a
resource they already have.
In the restaurant case, a joint venture with the social hub would imply to optimize the cost with the free
delivery.
Bellow you can reread the MVS for the hospital which is constructed based on the elements of the table
above and supported by the implications I mention above.

40

THE MVS: So why not make their life easier because they are already sick and tired. Why not offer
Romanians another type of food? This really means that the solution would be to provide
Romanian food next to the Turkish food that you already provide.
What do you think?
Comparing to the huge amount of business that you have here, and to the money that patients spend
here, the profit might look not so high. However, providing Romanian food would be a great relief for
the individual patient who already struggles with his disease. Offering a warm like home meal would
mean a lot to them.
The Set up: so why is this an opportunity for the hospital?
First, because Romanian patients find it difficult to get a warm, convenient, familiar meal, thus they
have an unsatisfied need.
Second, because you, the hospital, can provide it in such a cost effective way. What I mean is that you
can use the kitchen that you are already using, you can use the cooks that you already pay for
and you can use the chairs that you already use. This means you already have the assets, the
infrastructure, the people, the paying system in use, you already pay for it in order to provide food for
your staff. So, why not use it again, optimize its use, in order to provide Romanian food to the
Romanians.
The MVS for the restaurant constructed based on the elements from table above and which is
supported by the stated implications.
Since the restaurant offers free delivery to clients, and already pays anyway for these resources, I
suggest you optimize the cost by distributing your products on the shelves of Forte Life.
As a client I want to be free to eat what I want when I want it, in any quantities without being
restricted by time and distance. The reason is simple: because appetite comes spontaneously. Of course,
the delivery service is still a benefit.

The Effects of your solution are the benefits coming from the solution for both clients and the
company.

Benefits for the hospital: if the hospital sells Romanian food, it could earn about 240,000 Turkish
Lira/year. This money can be invested in marketing or hiring more interpreters.
Benefits for patients: Romanian patients would have a more pleasant and comfortable staying. This
would add up to the other facilities (discounted hotel rooms and free transportation) and hence, it
would be easier for them to choose the hospital medical treatment.
Benefits for the restaurant: it could increase its sales by selling more to their current clients and by
having access to a new market (the customers that go to the social hub). Increase the cash flow without
additional investments in infrastructure and in acquiring new customers (leverage the infrastructure of
the social hub).

41

Benefits for clients: they will have the flexibility to buy what they want when they want it during the day
without being constraint by a time frame for orders and neither by the value of the order. In addition,
they can satisfy their spontaneous appetite which cannot be planned nor scheduled.
Further, you can read again the rest of the MVS which is also supported by mentioning the benefits of
the solution.
The hospital MVS supported by its benefits:
So what would it mean to you financially? Well, lets say that one person spends 10 L (Turkish lira) in
average per meal. The interpreter told me that there were around 50 Romanian patients who treat
themselves daily here. And these patients do not come alone, there is always a second person who joins
them because of their sensitive situation. This adds up to 100 persons who can potentially eat a meal or
2/day in the hospital. Lets say that these 100 persons eat just one meal because they dont have to stay
the whole day in the clinic. This means 100*10 L= 1000 L/day * 20 days/month = 20 000 L/month. Of
course, from this amount you have to subtract the small fee that you will pay to the restaurant and
the ingredients costs etc.
What could mean an extra 240 000 L per year just from one meal a day? You could hire more
translators, invest in marketing, invest in new uniforms for your staff, etc.
So, you can earn 20 000 L from just one meal, but the 2nd meal will also be eaten here, in the hospital
lif patients are still here. Their current alternatives are to eat it at the restaurant or (as one patient told
me) to eat instant soup in their hotel room.
So, what you can do is to give the menu to hotels too so they can also cook Romanian food. And this
means that you will charge hotels a small percentage from the business that you bring to them or you
can negotiate lower prices for Romanians just as you did with the discounts for room hotels and the
free transportation service.
This will work very well for the patients that undergo radiotherapy because they stay here for a longer
period of time.
In order to do this, you can take the menus and the recipes from a good restaurant in Romania and
some of the ingredients because there are some special ones that we have only in Romania. The
restaurant will respect the hospital quality, hygiene criteria because it will also provide the ingredients
that one cannot find in Turkey at the acquisition cost. The restaurant could also provide some safety
documents with respect to the ingredients. The best part is that, you can pay a small fee to the
restaurant for using their menus and recipes that they already use. This means the hospital can pay a
small price because the restaurant doesnt put any extra effort, energy and it doesnt cost anything
besides what it already pays for.

The restaurant MVS supported by benefits:

Your current market that is not in downtown (various regions in Constanta Romania: Tomis 3, Tomis
Nord and Dacia) is constraint to place orders between 10 am and 12 pm. But if the restaurant has its
products at Forte Life (Dacia area), the clients in this area can buy anytime between 10 am and 10 pm,

42

thus offering the flexibility to buy in any quantities and combinations before 11 oclock. Also the location
encourages sales and makes it easy for the customers to reach your products because they are at an
arms length from them.
In addition to reaching your current market through the distribution of your products through Forte
Life, the location also encourages your prospects that know about the restaurant to come by and try
your products.
This will increase your sales without any investment in infrastructure (rent with the location, electricity,
salaries for employees etc.). This means you will have cash flow without risking and investing any of
your time, effort, abilities or money and then try to get your return on investment.
I know you plan to open a new location in the Capitol area. With Forte Life you have the opportunity
to get faster cash flow that you can use to speed up the investment for the second location.
You can also take orders after 12 pm because you are closer to your market.

Test: as you can see in both of the proposals, I also proposed a way for testing the idea. The purpose of
this part is to reduce the risk for implementing it and test the feasibility of the MVS. In this way you
become even more compelling to your prospect employer.
So, you can propose a limited time for implementing your solution or also alternatives that imply small
investments of money and simple procedures.
This is a mindset, regardless of what they think about your idea. If they have other problems to solve,
this means you will apply the same mindset. So, dont get attached on the idea of improvement, but on
the way you see the situation, you explain it and the effects of your solution. In this way, your employer
will see all the skills you have and that you would write on your resume. However, your skills become
tangible assets once you put them at work in the context of the employers situation.
If you want to learn how to write business proposals, I highly recommend Writing Winning Business
Proposals by Richard Freed, Joseph Romano and Shervin Freed.

Action steps:
Complete the table bellow with all the facts you know about a company, product or service. You can
take these findings from your research and client experience.

Fact

The Situation
Effect
Effect of the Assumptions
(problem)
problem

43

Solution

Optimize
Leverage

- MVS

Write the effects for each of them and also the effects of the effects and make additional assumptions
based on facts and or effects.
Based on your facts, observations, effects and assumptions, identify a problem or opportunity.
Next, use the previous step to construct and write your understanding about the employers situation,
including the problem or opportunity and mention its negative effects according to the tables.
Find a solution for the problem or opportunity.
Identify processes, activities, resources, assets etc. that can be optimized or leveraged, mainly from your
observations as client.
Create a MVS by applying the optimization and leverage principles to the solution.
Optimize or leverage resources by using, applying them to your solution and create the MVS.
Support your MVS with the implications and benefits for both clients and the company.
Propose to test the viability of the MVS by suggesting a short time for implementing your solution on a
smaller scale or also alternatives that imply small investments of money and simple procedures.

Establish a meeting
At this point you just have to search who the CEO is, the board director or the manager responsible in
the field, department you want to work. You always aim to go to decision makers because they have the
authority to hire you and because they understand the importance, the impact of your thinking on their
company.
Thus, when you write them to set a meeting appointment, you will present yourself as client that
noticed an opportunity to improve their services. Presenting yourself as client, it is much more powerful
than if you asked for an interview. This is because clients are the most important thing to a company
because they SPEND their money on products and because of their subjective experience they have that
CEOs cannot perceive, but want to know about.
If you ask for an interview, it is perceived as if you want to TAKE something from them (money your
salary) and not necessarily to add value to their business which is not necessarily true, but I explained in
the beginning of the book why the traditional approach is not the best way for getting a job.
If you still have doubts about the importance of being a client when you ask for a meeting, let me give
you a specific example about this. Many corporate companies like Apple, Adidas and LEGO hire Mystery
Shopping Agencies in order to evaluate their services. These agencies hire mystery shoppers that go to
these retailers, locations, act like clients, ask for consultations related to the product or service and then
they evaluate the quality of the service received. Since big companies pay big money in order to

44

evaluate their own services through the eyes of a customer, this means your observations as client are
very important to your prospect employer and it will make it easier for you to get a meeting.
So, it is about the psychology, about the meaning of being CLIENT versus JOB CANDIDATE, about how
they are perceived in general. Clients GIVE valuable feedback. Candidates WANT a job, money, security,
nice co-workers etc. This means they TAKE, TAKE and TAKE from companies. Thus, employers RISK a lot
by receiving you in a meeting if you let them think you are a job candidate. Make it easy for you and for
them and go as a client because if you do your homework right, it will be true and you should use this
asset to your advantage.
Once, I wrote to a literary agency about a business opportunity I saw for them. Literary agencies
negotiate contracts with publishers for writers. You can imagine that I didnt go to buy their service
because I wasnt a writer and because it was not a product I could just take from a shelf, but rather an
expensive and complex service.
So, I introduced myself as a passionate reader who read books in English and thanks to my passion for
books I saw a business opportunity that they didnt see and it could be lucrative to them. This approach
got me to talk to the owner of the agency.
From this example, you can also see how I adapted the go and see principle. I didnt buy any service
from them, but the activity of reading books was something very close to what they were doing.
Another example is Daniela who wants to change her job and work for a local bank where she has been
client since 2010. See in the Appendix the e-mail she sent to the manager of the bank who called the
next day to meet her.
See in the Appendix how I got the meeting with the hospital in 5 minutes. It is a model that I took from
Jay Abraham. You can also find the message that I sent to the restaurant co-owner on Facebook.
The e-mail you will send to decision makers is a short version of your MVS.
So, you will write one to 5 sentences about the situation. In this case, you will mention you are a client
and you noticed a problem with their services or products. Here you can give a few details or proofs (if
you want to or consider necessary) about the fact that you are a client and not about what the problem
or solution is. See the e-mail sent to the hospital from Appendix.
Next, you skip the solution from your MVS presentation and jump to mentioning the benefits of the
solution.
You wont mention anything and you wont give any hint about the problem and neither about the
solution. If you will, you wont get any meeting. This is because you have to explain the situation with
your experience as client, the researched you made, assumptions before they will understand the
solution. You worked hard for the presentation and it is a matter of respect for both you and the
decision maker to present it face to face.

45

Action Steps
Write the beginning of the e-mail by stating you are a client of the company.
Next, mention that while being a client, you noticed an important problem with their product or service
that also affects most of the customers.
Say you have a solution for it and you want to present it face to face.
Mention the benefits of the solution: increased productivity, more clients, increased sales etc.
Request a meeting with a specific time and day.
Provide your contact details and ask for their phone number in case they prefer you to call them back.
Read the examples from the Appendix.

Tips for The Meeting.

The restaurant meeting is not one of my best and successful meetings I have had. However, the case
respects the same principles as in the hospital case and that I learnt by studying Jay Abraham. And
fortunately, I can also write about what it doesnt work in a meeting and why.
During the meeting, you will present your MVS that you prepare at the Construct your MVS phase.
You will be able to either tell it all the way through without being interrupted or the manager will
interrupt you somewhere during your presentation because he doesnt resonate with what you say or
he is not clear about what you mean.
In the 2 cases that I present in this book, I havent been interrupted by the decision makers and I could
say word by word the presentations the way I wrote them in the Your Inner Compass section. That
was because I respected the structure of the presentation and I didnt jump into the solution. I never
used visuals.
Starting with a situation and a problem in their business makes them curious to listen to you all the way
through because you talk ONLY about their business, problem, product or service and they know you
have a solution as you mention when you set up the meeting.
It happened once when the business owner started asking questions the moment I entered the door and
I couldnt tell my presentation word by word. The meeting was a conversation and the business owner
had objections most of the time, but they all were related to the presentation I had prepared. Thus, I
could answer her questions.

46

So, I advise you to learn your presentation by heart. This is because it will provide you focus on what you
have to say even when you cannot respect the structure of your presentation because the manager
might interrupt you.
An idea requires execution and execution is also another process which requires accurate information
from inside the system. And your MVS is highly probable not 100% accurate and neither relevant
because you dont have access to all the information you need in order to do so.
In the best case, the employer will love what you say and offer you a job on the spot. This is what
happened to me in the hospital case. The manager and the CEO loved the mindset behind the
presentation and saw the potential of working with me. This happens when the employer sees your
approach to solving problems, not the solution and its relevance.
In other situations, the decision maker will look at your presentation in a more practical way and
question the relevance of your solution.
And this is where the employer will start asking questions and having objections because either he
doesnt have the clarity for implementing your idea and/or because he is curious about how you think.
Having questions and objections is normal because the solution you present is based on incomplete
information and you dont have the full picture of the business and of the problem you identify.
At this point there will be 2 types of reactions/questions, no matter if they like your perspective or not:

Objections: meaning they will give you additional information about their business by telling you
why is not possible for your solution to be implemented or what conditions need to be met in
order for your solution to be relevant.

If you cannot give them an answer on the spot, you will say:
I need to know more about your situation and assess it before I give a relevant answer to your question.
That is why I want to work with you or collaborate.
Or you can say: If I find a solution for this issue, will you agree to work together?
Wait for their response. If it is positive, then you can deliver an answer if you know it. I would be careful
with this question and the context you ask it because if the issue requires additional work on your part
and prepare a new MVS, you will definitely need their collaboration in order to provide a solution. And
this implies to actually work with them. So, dont make a commitment to solve another problem in their
business, unless you have an official commitment from their side too. So, ask this question when you
already know the answer and you want to shortcut the conversation, get a commitment on their part
and get hired.
If they consider your answer is not enough in order to work with you, you will ask what other issues they
have or what criteria you need to meet in order to work with them.

47

Questions without giving you additional information, a reason why your solution is not

relevant or cannot be implemented. For example: I am not interested in selling more to the same
clients, I want to get new clients. Tell me, how do I sell to new clients?.
In this case, there is the risk that the manager doesnt intend to collaborate and he just wants to take as
much as he can from you. So, you have to be careful and observe if he keeps asking questions without
giving any additional information or reasons why, then you have to stop answering.
The best reaction that you can have is to ask on spot for additional information or just tell them you
need to know the situation in more detail in order to give an accurate or relevant answer.
If they resist giving you additional information, probably they really dont intend to collaborate or they
dont want a quality employee or consultant to work with.
Usually you will be able to answer the first questions and objections because they will be related to your
preparation for the solutions.
Next, questions or objections will keep coming and eventually you wont have answers anymore due to
the limitation of your MVS.
If a job offer doesnt come on the spot, you will use their questions and objections as opportunities to
tell them you want to work with their company.
In this case, you will keep your position and assert yourself: I can help you find a solution for this
problem and I need to know more about your situation in order to give you an accurate answer. That is
why I need your collaboration and work in your company to assess the factors that influence this issue.
Since this is a first meeting and contact with the decision makers, you will take them by surprise and
catch them unprepared for what you will tell them because it is not an interview and you will go as a
costumer or someone who noticed a problem or opportunity in their business and that has a solution for
it. They are not prepared to talk to you as a candidate for a job.
This means that even if they want to work with you and make you an offer, you might not discuss about
the job and neither about your salary. For this, you will set up a second meeting.
Up to this point, I wrote about my experience and the principles that helped me and will help you too
how get job offers. Although I got these job offers, I never worked with these businesses. I refused the
hospital offer and the restaurant co-owner changed his mind after I made the mistake to give him a
second MVS.
That is why, unfortunately, I cannot give you specific advice for negotiating your contract and salary.
However, I recommend you a free resource that will guide you through the process with step by step
advice and answers to specific questions for different situations when negotiating your salary. It is a
great e-book written by a world famous head hunter. It is called The Headhunters Approach, a step by
step guide to headhunt your next position by Thomas K. Johnson.

48

It fits perfectly to the approach from this book because the author created a one-of-a-kind book to guide
you on do-it-yourself, masterful headhunting.
You can get it from Jay Abrahams website http://www.abraham.com/profitresources/ . Here you can
find many other great, useful and free resources.

Action steps

Download for free The Headhunters Approach, a step by step guide to headhunt your next position
by Thomas K. Johnson: http://www.abraham.com/profitresources/
Read the Closing techniques from pag 54.

If you have questions, want to give feedback or you want to share your success or similar story,
please write me at mihaeladragan05@gmail.com.

I will also write the second part of the book where I show you how to make the analogy between the
cases presented in this book and your situation. I will write about other cases with people that I consult
to apply the same method explained in this book in order to get a job. If you are interested to read the
second part of the book, please send me an e-mail to mihaeladragan05@gmail.com with the subject I
want the second part of the book.

Shortcut list with action steps

Here is a quick review for the approach explained in the second part of the book (Outside compass)
together with the action steps. It will help you to see the big picture about this method.
Choose your favorite company

Personal preference
Through client experience

Action steps
Make a list with the criteria that a prospect company should meet.

49

Search a company that meets these criteria. See the action steps from Finding data about the
company bellow.
Make a list with the companies that provide products and services that you like.
Choose one that you consider you could work with.

Research the company

1. Collect information:
a) Becoming a customer
b) Finding data and facts about the company:

2. Selecting the information:

Filter the relevant data by applying principles from your field on the overall information/
identify relevant data,
Make assumptions based on the filtered data/remaining facts and the principles in your field
Action steps
Write in a notebook 2 columns: Needs and Errors. On the Needs column or page, write things that
you want and that is not there for you as customer. On the Errors page, write examples of bad service or
poor quality products.
Talk to employees and ask them questions.
In the evening, review and contemplate the results.
How to research a company:

Go to their website and seek information about their strategy, events they sponsor etc.
Google their name and look for random information about them
While searching on Google, look for new keywords about key people, news, activities and
strategies. These will give you clues where to expand your research.
Search for interviews, business magazines, media and also job postings (not necessarily to see
what jobs they have available, but to search for problems and responsibilities that need to be
delegated because your goal is to solve one).
Search for job postings (not necessarily to see what jobs they have available, but to search for
problems and responsibilities that need to be delegated because your goal is to solve one).
Google for managers name interview and related keywords. I found out that interviews
contain valuable information that is not published elsewhere.

50

Think about the main and the most important criteria, principles in your field, department, activity,
process that allows you to identify the implications behind obvious, simple facts and data you have
collected. (see all the action steps in the Shortcut list chapter/section).
Look at the information, facts, observations you have available and select the ones that are based on the
criteria and principles you have identified in the previous step.
Ask yourself: What are the implications for this fact to happen? What does it mean? What are the
possible positive or negative effects of this fact or observation? Can you make additional assumptions?
List all your facts, observations and write the effects and secondary effects, implications and make new
assumptions for each of the facts and or situation.

Find a relevant problem or opportunity:

Make a list with the effects and implications for every fact and personal observation and the situation
overall from the previous step.
Identify a problem or opportunity from the list. Problems and opportunities are part of effects and
implications.
The 2 criteria to determine the relevancy of a problem or to find a relevant problem and opportunity:

Clients satisfaction
Business performance (or department, activity, process etc.)

Actions for evaluating/how to evaluate the 2 criteria:

Have the customer experience and perspective

Business perspective (or department, process, activity etc.)

Action steps
Look at the assumptions, effects and implications from the previous step (Research the company) and
identify a possible problem or opportunity for the company.
Verify the relevance of the problem/opportunity against the 2 criteria: clients satisfaction and business
(department) performance.

Construct The MVS Minimum Viable Solution

The situation: your understanding based on the researched facts, your personal observations as
client or employee, add the assumptions and the problem or opportunity you identified.

51

The MVS: write the solution you propose together with its benefits for clients and company.
The test: think of an option to validate your solution and take the risk from the prospect
company. You can suggest an alternative that involves a shorter time frame for implementation
or little to no cash investment.

Action steps:
Complete the table bellow with all the facts you know about a company, product or service. You can
take these findings from your research and client experience.

Fact

The Situation
Effect
Effect of the Assumptions
(problem)
problem

Solution

Optimize
Leverage

- MVS

Write the effects for each of them and also the effects of the effects and make additional assumptions
based on facts and or effects.
Based on your facts, observations, effects and assumptions, identify a problem or opportunity.
Next, use the previous step to construct and write your understanding about the employers situation,
including the problem or opportunity and mention its negative effects according to the tables.
Find a solution for the problem or opportunity.
Identify processes, activities, resources, assets etc. that can be optimized or leveraged, mainly from your
observations as client.
Optimize or leverage resources by using, applying them to your solution and create the MVS.
Support your MVS with the implications and benefits for both clients and the company.
Propose to test the viability of the MVS by suggesting a short time for implementing your solution on a
smaller scale or also alternatives that imply small investments of money and simple procedures.

Get a meeting
Action Steps
Write the beginning of the e-mail by stating you are a client of the company.
Next, mention that while being a client, you noticed an important problem with their product or service
that also affects most of the customers.

52

Say you have a solution for it and you want to present it face to face.
Mention the benefits of the solution: increased productivity, more clients, increased sales etc.
Request a meeting with a specific time and day.
Provide your contact details and ask for their phone number in case they prefer you to call them back.
Read the examples from the Appendix.

Tips for the meeting

Answer questions and objections

Give one MVS, not more

Action steps

Download for free The Headhunters Approach, a step by step guide to headhunt your next position
by Thomas K. Johnson: http://www.abraham.com/profitresources/
Read the Closing techniques from pag 54.

53

Appendix
E-mail to the hospital to get an appointment

Dear Ms. Akyavas,

You may not know me, but my parents have been treated here at the A Hospital Istanbul since
August 2011. We come from Romania and are very pleased with the services and the people that
we have found here. Both the medical staff and the translators are very good professionals and
my parents health is getting better and better.
One of the translators, Glseren Celiker, shared the overall experience and observations that the
translators, in general, have noticed about the Romanian patients. Fortunately, the benefits that
they receive exceed the unpleasant experiences. However, there is a problem that the Romanian
patients face every time they are in the hospital. I consider that this unsatisfied need represents a
business opportunity that could generate profit for your hospital and in the same time it could
offer a better experience and improve the services provided to the Romanian patients. This
opportunity could also be applied to the other foreign patients.
If I am right, it should be worth a small windfall the hospital. I tend to be conservative and I
prefer not to mention any amount of money.
If I am wrong, it would be evident to us very quickly and with almost no energy expended on
your part.
I would like to discuss and to share with you the idea I refer to. You would have total control on
the money generated from this opportunity.
If what I have said intrigues you and you would like to talk further in detail, please call me at
+4xxxxx or write me at xxx@yahoo.com. I will come again to Anadolu with my parents on
Monday the 7th of May and stay probably until Friday 11th of May. Therefore, it would be great
if we can schedule a meeting during that week.
I look forward to sharing our idea with you.
Sincerely,
Mihaela Dragan

54

The Message sent to the restaurant

Dear Mr. B.,
While being one of your clients and buying your products, I noticed a joint venture opportunity between
you and Forte Life that you havent noticed so far. This collaboration will be for both your benefit and
your clients and will support your current projects that you are working on. When are you free to
discuss with you my idea?

The e-mail sent to the bank

Dear Mr. S.,
I have been your client at ING since 2011.
During these 5 years since I have used your service, I have confronted myself with a frequent problem
and I have had the opportunity to notice that it has also been an issue to other clients.
If this problem persists, you will risk losing many of your loyal clients. That is why I also have a possible
solution for it and I want to present it to you face to face.
If the solution is correct, you might increase the number of your clients maybe by half.
Friday, between 2 and 5 pm are you available for a discussion?
Best regards,
Daniela

55