B (4:30)

The owner heard the statistics. 50% reduction in turnover, 300 to 600% ROI, all of that. But the CFO wanted to see it in their numbers. He wanted to model it against their actual costs, their actual turnover and their actual business, which, honestly, that's the right approach. You should run the numbers. So they did. They calculated their turnover costs, recruiting, interviewing, onboarding, training, lost productivity, mistakes made during the learning curve, warehouse positions. They figured it was costing them about $12,000 every time they lost someone. For office positions, closer to 25,000, and for management positions, 50k or more, they were turning over about 25 people a year. Mix of warehouse, office, and a few managers. Total turnover costs roughly $400,000 a year. So if the Dream Manager cut that in half, which is what the research suggests, they'd save 200k, spend 150 to save $250,000 net benefit, plus whatever productivity and engagement gains they got. The CFO looked at those numbers and said, okay, math works barely, but it works. We can try it. But he was skeptical. He'd seen plenty of HR programs that promised great ROI and delivered nothing. So he wanted metrics tracking regular reviews to make sure that they were actually getting the return. They brought in a certified Dream Manager, started the program, began having Dream Manager meetings with employees and the cfo. He stayed in his lane. He watched the turnover numbers, tracked the costs, but he didn't really engage with the program beyond that. It was an HR thing as far as he was concerned. About three months in, the Dream Manager came to him with a request. One of the warehouse supervisors had a dream to buy his first house. He'd been running his whole life, never thought home ownership was possible. But now he was married, had a kid, and wanted stability. The Dream Manager had helped him understand what it would take. He needed to improve his credit score, save for a down payment, and understand the mortgage process. And part of improving his permit, Paying down some old debt. About $4,000 worth. The dream manager was asking if the company could give him a bonus or. Or in advance to help him pay off that debt. Not a gift. He'd pay it back through payroll deductions if necessary. But it would accelerate his path to homeownership by about two years. The CFO's first instinct was, absolutely not. That's not what bonuses are for. Bonuses are for performance, for hitting targets, for exceptional results.

B (8:04)

You don't give someone $4,000 to help them buy a house. That sets a terrible precedent. What's next? Then everyone's asking for money for their personal dreams. But the dream manager pushed back. She explained that this supervisor was one of their best employees. He'd been there seven years, knew the operation inside and out, trained new hires, covered shifts when they were short. He was exactly the kind of person they couldn't afford to lose. And if he achieved this dream, if he became a homeowner, his stability would increase, his engagement would increase, and his loyalty would increase. The CFO asked, what if we give him the money and he leaves anyway? The dream manager said, we're already spending $12,000 every time we lose a warehouse employee. This is 4,000 to keep. One of our best. And it's not just keeping him. It's making him more engaged, more committed, and more likely to stay long term. The CFO thought about it, ran the numbers in his head. If this supervisor stayed five more years instead of leaving, they'd save $12,000 in turnover costs. If he stayed 10 more, they'd save that cost twice over. And his productivity and leadership were worth something, too, Though that was harder to quantify. So he approved the bonus. Okay, one time payment, documented as a dream Manager program investment.

B (9:46)

Six months later, that supervisor bought his first house. He brought pictures to show everyone at work. He was glowing with pride. And the cfo, he noticed something interesting. His productivity had gone up. His attendance was perfect, and he was taking on more responsibility, mentoring newer supervisors. And he started talking about the company differently. Not as a place as he worked, but as a place that believed in him. This was the first time the CFO started to think differently about dream Manager. Not as an expense to control, but as an investment to optimize. A few months after that, another request came through. One of the customer service reps had a dream to finish her college degree. She dropped out 15 years ago when she had her first kid. And always regretted it. Now her kids were older and she wanted to go back. But tuition was a problem. She looked into it, found an online program that would work with her schedule. Cost was about $8,000 a year for two years to finish her bachelor's degree. The company did not have a tuition reimbursement program. They'd never have one because, frankly, the CFO had always thought it was too risky. You pay for someone's degree and they leave as soon as they graduate. You are basically funding their exit strategy. But the dream manager made the case differently. She said, this employee has been here nine years. She's great with customers, knows the product line better than anyone, trains new customer service reps. She's not trying to leave. She just wants to feel accomplished. She wants to prove to herself and to her kids that she can finish what she started.

B (11:55)

And here's the thing. The dream manager said, whether we help her or not, she's probably going to do it because she's that determined. The only question is whether we make it easy or harder, Whether we show her we support her dreams or we're indifferent to them. The CFO asked what she planned to study, and it was business administration, with a focus on supply chain management.

B (12:26)

Directly relevant to what they did. So if she did leave, okay, they've helped her get education relevant to their industry. But if she stayed, which was more likely, if they supported her, they'd have someone with formal education and supply chain working in customer service, Someone who could eventually move into operations or planning. He approved a tuition reimbursement for her. 8,000 a year for. For two years, paid semester by semester, as long as she maintained good grades and stayed employed. She finished her degree two years later, graduated with honors, actually, and she didn't leave. She got promoted to a planning role and then to be the operations manager still there five years later. And that promotion, that internal development, that saved them from having to hire an operations manager externally, which would have cost them a recruiter fee, relocation, possibly the risk of a bad hire, training time, easy $50,000 value right there, probably more. The CFO started to see a pattern. Every time they invested in someone's dream, they got returns that showed up in unexpected places. Lower turnover, obviously, but also higher productivity, better internal promotions, stronger culture, and easier recruiting. Then something happened that really changed his thinking. They had a warehouse manager position, Open, critical role, oversaw about 40 people, responsible for all their inventory and shipping. They'd posted the job for getting applications and preparing to interview. Standard process here would be to hire externally, probably at 70 to 80,000 base plus benefits.

C (14:33)

When it's time to scale your business, it's time for Shopify. Get everything you need to grow the way you want, like all the way away. Stack more sales with the best converting checkout on the planet. Track your cha chings from every channel right in one spot. And turn real time reporting into big time opportunities. Take your business to a whole new level. Switch to Shopify. Start your free trial today.

B (15:02)

But one of their warehouse leads applied. Guy had been there five years, worked his way up from a general warehouse position. And in his cover letter, he mentioned that he'd been working with the Dream Manager. One of his dreams was to move into management. He'd been taking online courses in leadership and operations. And he'd been shadowing the previous warehouse manager, learning the systems, preparing himself. The CFO looked at his application and realized something. If they hired him, he'd already know the operation, their systems, their people. There'd be no learning curve, no relocation cost, and no obnoxious recruiter fee. And they could probably bring him in at $60,000 because he was internal stepping up. He'd be thrilled with that increase from his current wage.

B (16:03)

They interviewed him along with external candidates, and he was the best option, hands down. Not because they lowered the bar, but because he'd prepared himself. Because the Dream Manager program had helped him see the path and given him the support to pursue it. So they promoted him, and the CFO calculated what they saved. Recruiter fee for that level position would have been 15, $20,000. The salary difference between what they would have paid an external candidate versus what they paid him was $20,000 a year. The reduced ramp up time was probably worth another $10,000 in maintained productivity. One promotion. One promotion only saved them $45,000 minimum. And it wasn't just that one promotion. The CFO he started tracking. Over the next two years, they filled eight positions internally. And they normally would have hired externally for every single one of those internal promotions had roots in the Dream Manager program. People who'd been working on dreams related to career advancement, education and skill development.

B (17:22)

The savings were substantial. But what got the CFO's attention was how it changed their entire approach to compensation and budgeting. You see, traditionally, here's how they thought about market rate for the position, plus maybe a little more if the person was good. Annual raises of 2 to 3% to keep up with inflation. And bonuses tied to company performance or individual metrics. Very standard stuff. But once they understood the Dream Manager, they realized they were thinking about it all wrong. They were trying to retain people with incremental raises and occasional bonuses. But people don't stay at companies because they get a 3% raise. They stay because they feel valued, because they're growing, and because their life is getting better. So they restructured their entire compensation philosophy. Instead of across the board raises, they created a Dream Manager development fund. Every employee got a budget thousand dollars a year that could be used for anything related to their dreams. Education, debt, payoff, starting a business, home improvements, travel, health goals, whatever. But it had to be tied to a specific dream they were working on with their dream manager. Now, $3,000 per employee for 200 employees, that's $600,000. That's a lot of money. But here's what they calculated. If they gave everyone a 3% raise instead, that would cost them about 450,000 a year in increased payroll, plus the payroll taxes on top of that. And it would increase their base compensation permanently, affecting every future raise, every percentage based calculation. The Dream manager fund was 600,000, but it was a separate budget line, it didn't inflate their base salaries, and it had way more impact on engagement and retention than 3% raises ever did. Because think about it from an employee's perspective. Would you rather get a 3% raise that works out to an extra 50 or $60 a paycheck after taxes, or would you rather get $3,000 to put towards something you actually care about and something that actually changes your life? The employees loved it and the CFO loved it. Because the ROI was measurable. Turnover dropped dramatically. They went from 25 people leaving a year to 817 people staying who would have left. At an average turnover cost of $20,000, that's 340,000 in savings. The Dream Manager Fund costs 600,000, but saved them 340,000 in turnover costs plus all the productivity gains, the knowledge retention and the cultural benefits. But here's where it gets really interesting. The CFO started thinking about their financial planning differently. Not just compensation, but how they budgeted for everything.

B (21:06)

Traditionally, budgeting in a small mid sized business works like this. You forecast revenue based on growth assumptions. You budget for cost of goods based on historical margins. And then you allocate what's left for operating expenses, trying to keep them as low as possible while maintaining operations. People costs are usually your biggest expense. So that's where you focus on control. Minimize headcount cap raises, avoid bonuses unless absolutely necessary. But the CFO realized this approach assumed people were just cogs in a machine. Interchangeable replaceable valuable only for the work that they produced. And that assumption was costing them money. Because when you think about people that way, you get exactly what you plan for. High turnover, low engagement, minimal discretionary effort. You're building mediocrity into your budget. So he flipped the model. He started budgeting for people first, not last. Not just their salaries, but their development, their dreams, their growth. He created line items for things that didn't fit traditional expense categories. Dream Manager program costs, obviously, but also development budgets, learning budgets, wellness budgets, things that traditional CFOs would call soft costs or nice to haves. And he tracked the returns. Not just turnover reduction, though that was the easiest to measure, but also things like revenue, per employee, profitability, per employee customer satisfaction scores, error rates, and safety incidents. All the downstream effects of having more engaged people.

B (23:11)

What he found was that every dollar invested in employee dreams returned somewhere between three and seven dollars in value.

B (23:23)

Sometimes through direct cost savings like turnover reduction, sometimes through revenue growth, because these employees sold more, took better care of customers, and found new opportunities. And sometimes through risk reduction, because people who felt valued were more careful, more honest, and more committed to quality. This completely changed how he thought about budgeting. Instead of starting with how little can we spend on people while we're still operating, he started asking, how much can we invest in people to maximize our returns? Let me give you a specific example. They had a truck driver, been with them for about 12 years. Great employee, safe driver, always on time. Customers loved him. At Dream Manager meeting, he shared that his dream was to start a side business. He wanted to do custom woodworking, make furniture on weekends, and maybe eventually turn it into a full time thing. The old cfo, the one from before Dream Manager, would have heard that and panicked. The guy wants to leave. He's planning his exit. We need to prepare to replace him now. The new cfo, the one who understood the Dream Manager program, heard something different. This Guy's been here 12 years. He's planning a future where he still works here, while building something else. He's not trying to leave tomorrow. He's trying to build security and pursue a passion. How do we support that? In a way that keeps him engaged with us longer. Company helped him finance some woodworking equipment, gave him a loan of $5,000 interest free, paid back over two years through payroll deduction. They featured his furniture in their company newsletter and they even bought some pieces for their office. They showed genuine interest in his dream. The driver stayed four more years, and when he finally did leave to do the woodworking full time, he gave them eight months notice. He helped train his replacement personally, and he stayed on part time during the transition. And he still to this day sends them Christmas gifts and refers people to work there. CFO calculated that those extra four years of retention were worth $48,000 and avoided turnover costs. That's $5,000 investment. And it returned nearly 10 times its value, not even counting the smoother transition, the goodwill and the referrals. This is what happens when you start seeing people as appreciating assets instead of depreciating expenses. Now, I know what some of you are thinking. This sounds great, but we can't afford it. We're not a big company with unlimited budgets. We're a small to mid sized business trying to stay profitable and tight margins and a very competitive market. Guys, I get it. But here's what the CFO learned. You can't afford not to do this. When you calculate what turnover actually costs, what disengagement costs, what mediocre performance costs, the Dream Manager investment is cheap. Like remarkably cheap compared to what you're already losing. Let me break down the actual numbers for you. This distribution company, 200 employees, was spending about $14 million a year on labor costs, salaries, benefits, taxes, all of it. That's a typical percentage of revenue for distribution business. Their Dream Manager program, including the salary for the Dream Manager, the certification, the development fund, all the support, cost them about $750,000 a year. That's about 5% of their labor costs. Percent.

B (27:47)

And for that 5% investment.

B (27:51)

They saved at least 340,000 in turnover costs. He saved probably another 200,000 in faster internal promotions versus external hires. They saw productivity gains that were harder to quantify but showed up in revenue growth. They improved their safety record, which lowered insurance costs. And they reduced customer complaints, which saved service recovery costs. Conservative estimate, they got at least a million dollars in value for a $750,000 investment. That's a 33% return. Show me another business investment with guaranteed 33% returns. Guess what? You can't. They don't exist. But beyond the direct roi, here's what really changed for this cfo. His relationship with the budget changed. He used to see the budget as a constraint, a limit, something to control.

B (29:00)

Now he saw it as a tool for investment.

B (29:04)

When department heads came to him asking for more money, his questions changed. They used to be, how can we do this cheaper now? It was more like, how does this investment help our people grow? They started making different decisions. They passed on technology investment that would have eliminated three positions not because the technology didn't work, but because those three people were good employees working on meaningful dreams. The ROI on keeping them and supporting them was better than the ROI on the technology. They invested in a wellness program that seemed expensive on paper. Gym memberships, nutrition coaching and mental health support. But it tied into people's health and wellness dreams. And sick days dropped, energy increased and health care costs stabilized. They renovated their break rooms and warehouse facilities, made them nicer, more comfortable, more respectable. Because when you care about people's dreams, you also care about about their daily environment. And people noticed recruiting got easier. Nobody wants to work in a depressing warehouse, but they're working one that feels like the company cares. The CFO became the dream manager's biggest advocate. He ran the numbers for other business owners in their network. He spoke at industry conferences about the financial case for human development. And he completely changed how he thought about being a cfo. His job wasn't to minimize costs. His job was to maximize return on investment, including investment in people. His job wasn't to guard the budget. His job was to allocate resources in ways that created the most value. And investing in people's dreams created more value than anything else that they could do.

B (31:13)

Five years into the program, companies revenue has grown 40%. They hadn't made any major acquisitions or entered new markets. They just gotten better at everything they did. Better service, better operations, better, better relationships with customers. All because their people were more engaged, more capable and more committed. The cfo, well, he could trace it all the way back to that initial decision to invest in the dream manager. The decision that at the time seemed risky, that seemed expensive, that seemed to be a nice to have. It turned out to be the best financial decision that the company had made in over a decade. So what does this mean for you as a small mid sized business owner or leader? First you need to actually calculate what turnover costs you. Not just the recruiting fees and the training time, all of it. The lost productivity while the position is vacant, the mistakes new people make while learning, the institutional knowledge that walks out the door, the impact on other employees who have to cover, and the customer relationships that get disrupted. Most SMBs, when they actually run these numbers, realize turnover is costing them way more than they thought. Usually somewhere between one and two times the person's annual salary. So for a $50,000 position, you're losing 50 to 100k every time one of those people leaves. Second, understand that traditional compensation strategies aren't working anymore. Small raises don't drive retention performance bonuses tied to Metrics don't create engagement and market rate. Salaries don't build loyalty. People stay at companies where they feel valued as whole humans, where their personal growth matters and where their dreams are supported. And when you budget for that, when you invest in that, you get returns that dwarf traditional compensation costs. Third, change how you think about budgeting. Stop seeing people costs as expenses to minimize. Start seeing them as investments to optimize. Ask different questions. Not how cheaply can we staff this operation, but how can we invest in our people to maximize their contribution and commitment? And fourth, track the right metrics. Don't just measure what you're spending on Dream Manager. Measure what you're saving and turnover. Measure the value of internal promotions versus external hires. Measure productivity gains, customer satisfaction improvements, safety enhancements. Measure the things that actually drive business value. Fifth, get your finance people involved in the Dream Manager. Don't treat it as an HR program that finance just funds. Make it a strategic investment that finance tracks and optimizes. Your CFO should be able to articulate the ROI of Dream Manager better than anyone else because they have the data to prove it. And sixth, start small if you need to. You don't have to implement everything at once. Start with calculating your turnover costs. Start with helping a few key people achieve some meaningful dreams and track the results.

B (35:10)

Build the business cases internally, then scale as the returns become obvious, which they will. Here's what I want you to understand. Dream Manager isn't about being nice to employees. I mean, it is nice, but that's not why you do it.

B (35:31)

You do it because it's the smartest financial investment you you can make. When you help someone buy their first house, you're not just being generous. You're investing in their stability, their commitment, and their loyalty. And that investment returns value for years.

B (35:53)

When you help someone finish their degree, you're not just funding education. You're developing internal talent, creating advancement opportunities, building capabilities. And that investment saves you from expensive external hires. When you help someone start a side business or pursue a passion, you're not enabling their exit. You're giving them a reason to stay longer, work harder, and care more. And that investment shows up in productivity and retention. Every dream you help someone achieve is a financial transaction with a measurable return. And when you start thinking about it that way, when your financial systems are built around developing people instead of just managing expenses, everything will change for you. Everything. Your budget becomes a tool for growth instead of a constraint on spending. Your financial planning becomes strategic instead of reactive. And your relationship with your finance team becomes Collaborative instead of adversarial, your business becomes more profitable while simultaneously becoming a better place to work. That's not a trade off, that's alignment. That's what happens when your financial system see people, not just numbers. The distribution company I told you about, they're still running strong.

B (37:25)

Eight years into Dream Manager, now cfo. He became COO because he'd proven he'd understood the operational side just as well as the financial side. And their Dream Manager program is woven into every financial decision they make. They just went through another round of budgeting, and instead of department heads fighting for scraps, trying to justify why they need resources, everyone's focused on how their investments will develop people and drive retention. It's a completely different conversation. It's collaborative, strategic, and focused on growth. That's what financial systems integration with Dream Manager looks like. Not a separate program with a separate budget that finance reluctantly funds, but a core investment strategy that drives every financial decision. Next episode, we're talking about HR platforms and systems. How Dream Manager transforms everything from recruiting to onboarding to performance management to retention. You're going to hear about a company that rebuilt their entire HR approach around employee dreams and cut their HR admin time in half while doubling their employee satisfaction scores. But for now, if you're a CFO or business owner listening to this, I want you to run the numbers. Calculate what turnover actually cost you. Calculate what disengagement cost you and lost productivity. Calculate what it costs you to hire externally instead of developing internally. Add it all up. Then calculate what it would cost to implement the Dream Manager. The salary for a Dream Manager fractional support, the budget for helping employees achieve dreams and the program costs. I'm willing to bet the investment is a fraction of what you're losing now. And if you want help running those numbers, if you want to see what this could look like in your specific business, reach out or go to thedreamdividend.com where you can fill out an ROI analysis sheet and we can talk through it. We help SMBs build the financial case for Dream Manager all the time. We can show you exactly what the returns look like based on your actual costs and your actual turnover. We're also going to be looking for companies to join in the pilot program of the Dream Compass. The Dream Compass is an application that is designed for companies to be able to track employee performance when it comes to their dreams. Thank you so much for listening to the Dream Dividend. If this episode changed how you think about your budgeting and investing in people, share it with your CFO or your finance team. Let's change how SMBs think about the relationship between money and people. We'll see you next time. Thank you.

A (40:53)

If this episode made you uncomfortable, good. That means you are paying attention. The future belongs to leaders who stop managing people like assets and start investing in them like humans. See you next time. And remember, dreams aren't frivolous. Ignoring them is.