The Real Reason Why CRM Is MORE Important NOW Than Ever Before With Jon Ferrara

In a world flooded with automation and digital noise, business success comes down to something simple: human connection. That’s the core belief of Jon Ferrara, founder of GoldMine and Nimble. In this exclusive interview, Jon shares how building multi-million-dollar companies without VC funding—and surviving a life-changing health scare—reshaped his view of CRM. It’s not about tracking sales; it’s about nurturing relationships. He explains why traditional CRMs fail modern entrepreneurs, what to look for in your first tech stack, and why you must move from managing customers to managing your entire constituency. If you’re a founder, coach, or entrepreneur struggling to stand out, this conversation will reframe how you think about growth—and why CRM matters now more than ever.

—

Listen to the podcast here

The Real Reason Why CRM Is MORE Important NOW Than Ever Before With Jon Ferrara

I know we have a bunch of new audience to the show and I’m glad you’re here. We speak to business titans who have dominated their market and we ask them to show up and tell us how they did it. This episode is no exception and you’re going to meet my guest. Before I introduce him, please like and subscribe to Your First Thousand Clients so I can continue to send you exciting and relevant interviews that teach you how to scale. If you’re a coach, please drop everything and go to ClickCoach.io and see how seven-figure coaches manage their business with one application. Now onto the show.

My guest, at the age of 27, did the unthinkable. He left a fantastic job with Banyan software and with just $3,000 and no safety net, he went out and started a new company. That company turned out to be GoldMine, which ultimately became his first successful startup. Ten years later, he sold that company to enjoy his life and family, but bad news was about to change everything. Just one year after the sale, doctors found a tumor. I hope you’re okay, Jon, with that. Doctors found a tumor in his head, which changed everything. Clarity ensues when tragedy emerges. Clarity becomes finely honed, and it was now about helping others.

When he searched for software to help him build relationships, he was shocked to find that nothing suited his needs. What did he do? He started another company around his CRM idea called Nimble.com. Now voted among the top CRM providers, he’s once again on top of the world but this time with the wisdom that comes from the highs and lows of life along with deep and broad experience and listening in as he stresses the human side of customer relationship management. Welcome, Jon Ferrara, to the show.

Mitch, thank you so much for inviting me for this conversation. I really believe that we grow when we help other people grow and ideally, your readers will find some nuggets, no pun intended, to the GoldMine history that they could take with them to help them achieve their dreams in life.

We might have some readers here who aren’t old enough to remember GoldMine, but I certainly do. That was one of the top applications of the time, which you had created so again, it’s amazing background that you have. Before we go any further, if it’s okay with you, I’d love to hear a little bit of an update on your health. How are you doing otherwise?

I’m in good shape. I really attribute that to my family. I really do believe that a man benefits from a strong family. Many people I know who are alone just struggle. I really do believe that relationships nurture you and help you to be the best you can be. Whoever’s reading this, I really encourage you to try to surround yourself with relationships that nurture your heart and soul. I’m doing good. Thanks for asking.

Of course. I’m so glad to hear. We’re all struck with some of our families have a very severe problems with health issues and it’s good to know that something as serious as cancer you were able to overcome. Here you are living proof and happy about it which is great. Jon, let’s get into it for a little while. Tell me a little bit more about how all of this started for you. We covered a little bit in your intro but share the details.

Founding GoldMine & The Entrepreneurial Spark

When you say how it started, I assume you mean how I became an entrepreneur and started to create software to help people manage relationships. I think the best products come from your own need because you’re passionate about it and you understand the problem. My problem back in the day when I dreamed up the idea of GoldMine is I was thrust into a sales role at an enterprise technology company. I worked in their field sales office, a company called Banyan. At that company, they expected me to go out and close large enterprise customers for network operating system, enterprise network operating system.

I had to contact local IT people at large corporations. They gave me what they called leads, which are effectively computer intelligent report printouts of the contact names and phone numbers and emails of people at these large corporations. I did my best to pick up the phone and call these people up and I made notes on this piece of paper that I was given. I put my appointments that I made and my to-dos in something called a Day-Timer, it fit in my jacket pocket. I used to wear a suit and a tie in those days. I didn’t work in a vacuum. I worked as part of a larger team both in that district office and at corporate.

In the district office, I had a manager and I had systems engineers and I had administrative person that ran the office. Back at corporate I had marketing, sales, support, shipping, PR, all these people that would interface with these customers pre and post sales cycle. What I wanted to do was to run a wire through all of our Day-Timers so that everybody was on one page. No matter who picked up the phone you could see who you talked to, what happened, who did it, what’s going to happen, who’s going to do it. I couldn’t find anything like that.

There’s something that struck me in my early days of working. By that time, I’d only worked at two jobs after college. Hughes Space and Communications and Missile Systems, these are two divisions of Hughes company, and that’s Howard, the old guy, and Banyan. At Hughes, I managed 15,000 computers at a large corporate site and I’d go meet with a lot of people who worked there and one of the guys used to say to me, “Jon, I shoulda, coulda, woulda.” I said, “Shoulda, coulda, woulda what?” He said, “I shoulda, coulda, woulda quit my job and gone and started one of these companies that my peers did.”

Basically, Hughes really was the foundational farm of growing entrepreneurs. Most technology companies were offshoots of that, TRW, Litton, many companies. That always struck me in my head. If I ever had the opportunity, if I heard it knock, I need to open the door and walk through it. I said, “I could always go get a job in technology. I have the background and the abilities but maybe this moment may not come again.” I quit my job and I start a company with a dear friend of mine from college, Elan Susser. We started the company on $5,000, not $3,000, but about the same amount of money, really.

We grew it out of that apartment with no venture capital, no bank loans into hundreds of millions of dollars a year in revenue over ten years. There’s a lot to that story about how did we get out of that apartment into this office overlooking the Pacific Ocean and into hundreds of millions of dollars in revenue. That’s essentially the foundational story of the sprouting seeds of GoldMine.

That’s amazing. Of course, we have a similar background in that I was working for large semiconductor companies, several of them at the time, as a as a field sales rep and I had the same epiphany you did. I said, “What am I doing here? I got to get out of here and start a company and I want to participate in the personal computer industry. How do I do that?” For me, I just put the question out into the universe hoping that an answer would come back. It did. It literally did. I had, all of a sudden, a chance introduction to a brand-new neighbor.

We started talking over breakfast one day, next thing, we sketched out a potential application that we could sell, and that’s how we started our business. Now we didn’t grow it to hundreds of millions, we were pretty happy with $10 million. As with you, we had no investors, so when it came time to sell the company, we basically kept all the money, which was great. More importantly it wasn’t about the money. Initially it was. To be honest, it was initially about the money. For me, it was after I realized that we were going to be successful, it was about how do I grow.

How do I become a real CEO? How do I learn to manage people? How do I learn to relate to others in a way that makes it easy to communicate? That is full circle back to why we’re talking because we’re really talking about the human relationship of communication between people. Now I know you’ve learned a lot of lessons building CRM and building Nimble and GoldMine. If you were to think about some of the top and most important critical lessons you’ve learned that you could pass on to this audience, what would you think those would be?

The Crisis & Clarity

First, Mitch, I just want to acknowledge a few things that you said before I get into answering what are the little gold nuggets that I’ve learned along the way. You mentioned that you put your prayers to the universe and those prayers to the universe were answered. I really believe that that’s what happened with me. I was able to achieve my goals because I put my prayers to the universe and the universe answered. In order for you to have that thing happen to you, you need to really learn how to be present and to hear that knock because it isn’t always a very loud knock.

You need to be brave enough to open that door and walk through it to have magic happen in your life. Second thing you said was it turned out entrepreneurship isn’t really about the money. I think that people really don’t get that and I think that that’s something that these 2 things were 2 things that I took away from GoldMine. When I founded GoldMine, I didn’t do it to go make $1 million. My co-founder did. That was really what he wanted. He wanted to make money. I did it because I love technology.

I bought my first computer in 1978, Apple IIe. It cost me $3,500. I was probably the first kid in Los Angeles to have a computer. I did it because I loved it. I grew up with the Apollo and Gemini and Mercury space programs and I always wanted to be an astronaut and I fell in love with technology when I first touched my IBM Selectric in the PanAm building lobby in New York City when I was nine. I started it because I really had a passion about managing relationships and the processes thereof and to build that solution was fun for me.

It turned out that a lot of people struggled with their ability to manage relationships. Soon I found I really loved helping others, growing others. It wasn’t just the software solution but it was really everybody around the constituency of the business of GoldMine. That would include what you would call employees, I’d call them team members, but being able to transform people’s lives, the people I hired that might have been hairdressers before and all of a sudden, they’re managing large accounts or customers or they’re going on roadshows and doing roadshows for Nimble.

The editors that I met at PC Computing and PC Magazine who didn’t really know what CRM was because we hadn’t defined it yet and now, one of these people, John Taschek, is the head of strategy at Salesforce for the past 30 years, to the business partners that we connected with. I could tell you days where I met with Steve Ballmer and we were strategizing about how to sell small business server and by transforming their ability to sell their crown jewel, it transformed our ability to achieve our goals.

I think the nugget really boils down to a thing that I think it was Zig Ziglar said the more people you help grow, the more you will grow. That really got amplified when I got my head tumor and I struggled with dealing with solving the illness. Whenever you get smacked by the universe you, at least I did, wonder why, like, “Why? What’s the meaning behind this?” In the process of doing some spiritual work, I think it really boiled down to my purpose on the planet. I determined that my purpose on the planet is to grow my soul in the brief period of time that I’m here on this planet.

I found that the best way for me to grow my soul is by helping other people grow theirs rinse and repeat. That’s basically the same thing I learned at GoldMine, which is that I really thrived on helping other people build their relationships that they need to achieve their dreams in life. I think that the dreams in life shouldn’t be about money but more about memories from the moments you spend with the people you really love. There’s a lot of themes running around through all of this. I think it really centers on the power of relationships and the meaning that they have in your life.

If we take that and we step back and we look at the word CRM, CRM stands for customer relationship management. Relationship is the center of CRM. Yet relationships have been forgotten in CRMs nowadays. They’re not about relationships, they’re about command and control and reporting. The reason they call them Salesforce you have to force salespeople to use it. Nobody in their right mind would use a CRM if they weren’t beat on to use it. There are 225 million global businesses, less than 1% use any CRM. Why? What do they use? They use spreadsheets and pieces of paper.

Why? It’s because CRMs aren’t built for relationships, they’re built for managing to basically keep the finger on the pulse of the business and the hand around the neck of the salesperson. It’s a reporting system to track what salespeople do because honestly, owners don’t trust their salespeople. That’s really the heart of the problem with CRM. They’re built for sales. Less than 5% of the people in your business are in sales. What do the rest of the people in your company do to manage the relationships that I call the constituency around your business?

At Nimble, we connect to editors, analysts, bloggers, influencers, third party developers, investors, advisors. None of these people are really necessarily a big chunk of the prospects or customers. People used to manage their contacts in GoldMine because GoldMine was Outlook before it existed and we had tens of millions of customers. Everybody in the company was using it as a contact manager but it also had the sales and marketing features that the salespeople needed. Outlook then came out and basically took over that spot as the contact manager.

Modern CRM: The Shift From Control To Relationships

When Salesforce and other CRMs came out, they didn’t need to build the contact management in because everybody lived in Outlook to manage their contacts. Now, Outlook has evolved into Microsoft 365 but it really doesn’t manage contacts for a team very well. Nobody goes to the contact record in Google email productivity suite or Microsoft. We all live in email and the calendar. Bringing it all back together, the biggest nugget that I learned in life is that relationships are critical to not only your success but your health, your soul, your heart.

Most people do a crappy job of managing their relationships. They do it in Google contacts or LinkedIn or Facebook or a combination thereof. If I challenge you now, Mitch, to build a segment of your database to outreach for a party or an event or whatever you struggle because your contacts are all dispersed. They’re not segmentable.

Boiling it all down, every business should have a system of truth of contacts that they manage and engage with and that system should be used by more than just the salespeople that relationship are critical to your success. If you only focus in on prospects and customers and money, you’re really missing out on the whole purpose of being in business.

Totally agree and I’ve been a proponent of CRM for a very long time and you’re right, it was a monumental task to force my sales team to even use it back then when I was running Sage in Dallas, Texas. One of the things you mentioned, I wanted to cover real quickly, is this decision you made to step into the unknown when you were first getting started.

Jon, I released a book called Sacred Crossroads, which happens to be a parable, a magical fantasy based on my own experience of stepping into the void and finding my way through a very difficult and very powerful time of my life. It reminded me so much of your story because that’s basically what you did. Here you were, you had a potentially a life-ending disease and you asked the right question. Why? Why do I have this disease? What can I do now? Most people, they get afraid and they wither away when something like this happens.

Others stand up and fight and others ask why and figure out the reason why. Maybe by figuring out the reason why, you can relieve whatever that pressure was inside of your soul and allow it to heal. I think that’s exactly what you did. Getting back to what you said about your journey and about the particular problem with managing customers and, more importantly, managing relationships, you’re absolutely right. This is a system that’s needed by every company in every department from the front desk receptionist to the CEO.

It’s not so much a control tool, as you said, CRM has become, I also see it as a way of reaching out and touching the people that are important to you for the purposes of selling but also for the purposes of communicating and building relationships. How would you advise a brand-new company or let’s call it a startup because we have a lot of entrepreneurs reading the show who are just getting started.

How would you advise somebody to get started? There’s so many options, there’s so many choices. CRM is just one of many. There’s GoHighLevel and those are not necessarily those are more marketing platforms but people get them confused. Give us some guidance on how we should get started maybe with our tech stack for our new company.

The first thing I’d do Mitch is I’d do an audit, a contact audit for every department. I’d say for each department, let’s just take HR, what are the contacts that you’re managing and how are you managing them? What rows and columns in a spreadsheet would you manage and what process are you applying to those contacts?

I really do believe that scaling a business is all about building repeatable processes and even if you know what you should be doing, most human beings don’t do it because we’re human. Let alone teaching another human being to do what they should be doing, they don’t do it. That’s one of the reasons why I trademarked automated processes 35 years ago because we’re all human and we need some automation in our lives. I’d do an audit and I’d say, “HR, what are you doing? Investor relations, PR, biz dev, sales, marketing, what are the contacts that you’re managing and what processes are using?”

For instance, at Nimble, we hire a lot of people and so in order to hire people, we put ads in places like Indeed. What do you do with that ad once you get 100 people, 200 people, 500 people applying for the job? How do you then manage the process necessary to hire that person? What we do is have you used Nimble Prospector which is plugged into Chrome which will auto-magically grab that contact record out of Indeed, put it into the Prospector, which puts it into Nimble and then you can put it in a workflow which is a series of stages that you can define that you want to put that person through.

First stage is it sends an email and says, “We’re interested in speaking to you. Please take this task and do it and then schedule an appointment with us through this calendar link.” That’s a series of stages in HR. If you want to transform the way your company manages the constituency around your business with, of course, a focus on growth and sales and marketing. Look at the way you’re doing it now and then once you’ve done that, think about what caused you to think about making a change.

Usually, there’s an itch factor, some nudge that happens it goes, “We got to fix this. We got to do something.” When you’re doing the thing that drove you to start considering the process, think about the other areas that you might apply it to but focus on one thing, getting that one thing done but then what you want to do is with this audit, where are all these contacts. I’ll argue that most of them are in your email productivity suite, Microsoft or Google.

The signals necessary for you to determine who are the most important contacts, who have you emailed frequently what appointments these things are all in there. Your other key contact and signal thing is your accounting system. The people that you sold to, it’s all in there. Between your email productivity suite and your accounting system, these are your core signals. In addition to that might be your linkedin contacts or there might be some contacts in there.

These are the places where I’d go and audit and say, “What contacts do we want to put into a pool and share between us and then what fields do we want to have in that database to be able to segment later to do things? How are we putting in, who are we putting in the new people into this database in order to do whatever we want to do? The logical step from there is your website. Every business has a website and they want to be able to drive eyeballs into that website in order to convert them.

Basically, that’s a webform and so essentially, they would fill out some form and most businesses have that. They have it in WordPress or some other thing like Squarespace and they have forms that they’re using in order to put them into something. Most people’s forms come as an email into some person’s inbox and they ignore them, believe it or not. I can’t tell you how many times I’ve seen businesses come home from trade shows with bags of cards that they never do anything with.

Basically, take those contacts that you already have and the contacts that you’re grabbing and the processes that you have thereof and then basically start to attack little bits of it. I think the website’s a perfect place to do it. Take those webforms, replace them with Nimble webforms, have those contacts automatically go into the database, have a sequence possibly that goes out where a series of emails or workflow stages that you do to achieve the goal that you want.

Ideally, that is qualifying them engaging with them and driving them to an outcome that you want. Start to work with each department with helping them manage their relationships probably starting with sales and then going to the next reasonable thing. Sales and marketing is the common place that people use CRMs for where they forget about is all the other departments.

Of course. Let’s go back at least for me, 20, 25 years ago. Probably the most productive department, if you will, in my entire company was my fifteen smile and dial high-end salespeople. They were calling on corporations, they were outbounding. They were bigging appointments. They were setting. Follow-ups, they were scheduling demos, all these different things. The world’s changed, Jon, and now, people don’t, at least smaller companies, work the phones quite as much as they used to cold calling is difficult now. A lot of screening goes on, so that’s harder. How has Nimble adapted to this new environment, particularly for entrepreneurs?

I do believe that while the phone is less effective, it by no means it’s gone away because I think that the more digital we get, the more human we need to be, but it’s going to require you more than just cold calling somebody to get the job done. With Nimble, we have the ability to build a sequence of a series of steps necessary to achieve a goal.

In many cases, the sequences are used for the qualification process. Prospecting and qualification. That’s really the heart of your business growth. Prospecting might be going to linkedin, identifying contacts. Nimble automatically will grab a record enriched with people and company dating, the phone and the email, and put it into Nimble, either in a workflow with a series of stages or sequence or combination thereof.

The sequence can include a series of emails that will automatically go out. For me, I think you need to do a lot of manual tasks in order to achieve your business goals which might mean to do some manual things like looking at who that person is and what is important to them and what they may be posting or where they may be hanging out and to begin to interact with them a little digitally by sharing their content and hashtag the category and attributing their name or commenting on their stuff.

If you do this over a series of weeks, in many cases, they’ll call you. They’ll basically ping you and say, “Mitch, thanks so much for sharing my stuff and the kind comments. Tell me more about you. How can I help you?” If they don’t, when you do eat out, it’s a warm call rather than a cold call. I really do believe that when you’re prospecting, you need to get a little bit more inventive than just automating the blast because we all ignore that stuff.

Let’s take a step back. We have a lot of folks here who might be looking to start a business. Maybe they’ve been working on something at night after working their day job and we get to the question of funding. I know it comes up a lot particularly when getting businesses going. When we started Timeslips corporation, like you, we started with $5,000. That was our funding.

Back then, I had very little responsibility, I had no family, I had a paid for car and a small mortgage on a relatively modest house. We were able to jumpstart things very quickly and create enough cashflow for us to, at least for the moment, start paying our own company expenses. What advice would you give to somebody who’s starting out in terms of either preparation or fundraising or where would someone, before they say, “I got a great idea. I’m going to start a business,” what would be the financial prep they need to do in your mind?

Bootstrapping Vs. Funding

I really believe that raising money can kill a business because it can hide a lot of problems that you might have in your business because you have money to spend and you’re spending it and you think you’re doing good cause you got all this money and you’re spending it but you’re not really doing the basics. The basics are building a minimally viable product and introducing it to a small customer base and begin to dance with those customers to learn about their journey with the product.

Hone in on the right customer persona that’s going to help you achieve your business goals and to really lean into them and really improve the product so that it has a product market fit. Once you’ve proven it where you know and you can prove that you can acquire eyeballs, convert those eyeballs into your product and they not only pay you for it but they stay and you have all your metrics down.

At that point, you’re ready to put gas on the fire. If you have just an idea and you go out to raise money. In many cases, if you’re good, you can raise the money, but then what? You spend a bunch of money on a bunch of engineers and you build something that nobody really wants and then you spend money trying to advertise it. All of a sudden, you’re running out of money and you have nowhere to go.

There’s a company called Cornerstone OnDemand. They started out as a learning company, VC backed, and they built this learning platform. They were trying to sell that platform and they really weren’t getting traction. There was a small group of customers, corporate enterprise customers that began to use it to take their formerly on-premise learning software that they used to host and use it to teach their employees about processes that they need to have in the company.

It was HR people. They lean into those people and really hone the product for that and now they’re an $8 billion company because they really focused on those things. I’m not a big believer in going out and raising money on an idea as opposed to bootstrapping it and getting to the point where honestly, you don’t need the money. That’s the best place to be. In many cases, don’t raise the money. I’ve done it both ways and I enjoyed the ride more not raising the money.

Me too. I totally agree with you and I feel like you and I were old school in that way. I think a lot of people are really right away thinking about how to raise money, how VCs like their pitch. They spend enormous amount of time wasted on pitching as opposed to building. As you said, it’s really testing specifically what it is that the customer loves about your product so that you could do more of that. That’s what you did, that’s what I did, and frankly that’s what works.

We’re about to get to wrap this up here, Jon, but before I end with you, I wanted to ask you a little bit more about managing your life as a business owner. You’ve been doing this for 40-plus years at this point. You have a family, you’ve raised a family and I think the problem that I had when I was in my 30s and 40s was I got so caught up in the business that I didn’t pay enough attention to the other side of life. Let’s talk a little bit about that. What advice would you give somebody right now who’s in the thick of it? They have their calendar full all day long, they have maybe little kids at home, they’re struggling to make everything work. Give us some thoughts about managing life at that age at that time of life.

Achieving Work-Life Balance & Legacy

Mitch, nobody wrote on anybody’s headstone, “Made hundreds of millions of dollars, pioneered this or that industry.” I’ve never read it. What I do read is beloved husband, father, son. That’s what people are going to remember about you. They’re not going to remember the business stuff. In the end, all you really have is the moments that you touched another soul.

With GoldMine, I was all in. I lived and breathed it and I think that’s what enabled it to become what it became. I think my family and my friends took a backseat during all of those years, honestly. It could have cost me my marriage and my family and my health. In many cases, it almost did. It’s one of the reasons I sold it after ten years. I said to myself, “How much money do I need and how important is this versus that?”

Even after selling it I was still in that entrepreneurial mode and there I was with the company sold and I’m at my house and my wife said to me, “What are you doing here?” I said, “I live here.” She says, “No, you don’t. Go find something to do with all that entrepreneurial energy.” I went back to school and got a degree in Photography, but that’s a whole another story about just a life journey of softening my heart and growing my soul.

Life isn’t about money and it’s really about the memories that you make out of moments with people you love. You need to make money and you need to be focused and you need to achieve your goals but I don’t think it needs everything. You don’t have to become a nutball about it like I did. I think there is a balance there to be had. Probably my advice on that would be to develop a practice of yoga and meditation to really focus on eating well and getting the rest you need and spending a lot of time outdoors.

One of the key things that I did at GoldMine is I had walk and talks with my team because our office was on the beach at PCH and Sunset across the street from Gladstones. I’d walk on the beach for lunch with my team or my co-founder and we’d hash out ideas. I really do believe that human beings aren’t built to sit in a seat all day and you really need to get out under the sky and breathe some air and get some sunshine on you and commune with some trees a little bit in the ocean to get your head right.

I must have done some things right in the balance of all of that but I could truly say Mitch that I was imbalanced and only became balanced in the ten years between GoldMine and Nimble. That prepared me to do what we did at Nimble and to really be in a better place now as an entrepreneur than I was in the GoldMine years.

Of course. That’s great advice, Jon, and I wish I would have followed it or at least gotten that advice myself because I like you, I was very completely all in on Timeslips Corporation and then later with Tony Robbins and BBI completely all in on that too. After I sold Timeslips and after I started working for Sage, I did take a period of time where I dedicated it to my family.

My daughter was born at that time and I asked myself why did I take so long to do this? Readers, don’t take so long to do this. Do it now because nothing is going to suffer if you miss an extra 35 or 40 minutes a day that you could focus in on your family and kids. Jon, before I let you go, I know you have an incredible platform.

It’s Nimble.com and you’ve generously offered a 40% discount on the first three months of service. All you got to do, readers, is go to Nimble.com and you use the coupon code JON40. That will get you 40% off for the first three months. At that point, if you like it, keep it. If you don’t like it, tell Jon why because I’m sure he’d love to know.

By the way, Mitch, it’s two weeks free. They could sign up for two weeks with no credit card. Just use the platform as they will and then if they do decide to subscribe, they can subscribe using that code.

Jon, it’s a pleasure chatting with you. This is an encore interview for us. The first one was a long time ago and now we’re up to date. Thank you, again, for showing up and participating and sharing everything you know to help others. Thank you, Jon.

Mitch, thank you so much and thank you for making this so fun and easy.

Important Links

• ClickCoach
• GoldMine
• Nimble
• Sacred Crossroads

About Jon Ferrara

Love the show? Subscribe, rate, review, and share!

• Here’s How »

Join Your First Thousand Clients Community today:

• mitchrusso.com
• Mitch Russo LinkedIn

Get a copy of Mitch Russo’s new book: PowerTribes and learn how to build your own tribe that automatically helps you grow your business. The link for that is https://PowerTribesBook.com