Jennifer Yousem
So we’ll start with the basics. Who are you, what do you do, and how did you get here?
Julie Read
I always love to start with why I do what I do.
I’m Julie Read, and I’m a professional EOS Implementer.
I’ve always been driven by the belief that all of the rules are made up and that the way we do things now (or historically) is not the way we need to do things in the future. That’s why when I meet a business owner who feels like they are treading water, I can’t wait for them to understand that it’s not the way it needs to be.
I’ve been part of organizations that felt chaotic, territorial, and even destructive. And then I’ve been part of organizations that run on EOS. The difference is fundamental. In those EOS-run organizations, the people are great. They’re people I genuinely want to work with. They know their jobs, they’re excellent at what they do, and they function as a truly healthy team.
Not only that, but information moves throughout the organization, and decisions are made based on a shared understanding of the vision of the organization. Simply, things run smoothly.
With EOS, I had a lightbulb moment – business owners don’t have to do it as they have always done it – they can use the proven process and a set of simple tools to get a grip on their business.
EOS has fundamentally changed me, not just professionally, but personally. That feeling, what it feels like to work inside a healthy EOS organization, is why I do what I do. It changed how I show up and fits into my overall belief system.
Honestly, my partner and I even use EOS tools in our personal lives. The shared language that’s a big part of EOS has made its way into our vernacular.
Jennifer Yousem
Moving EOS into the personal. I love it.
Julie Read
Yes! That’s really why I do this work. What I actually do is help leadership teams get what we call Vision, Traction, and Healthy.
- Vision means everyone on the leadership team is 100% on the same page about where the organization is going and how it’s going to get there.
- Traction is about instilling discipline and accountability as you move toward that vision.
- Healthy means becoming a functional, cohesive leadership team. Because you can have individually great leaders who don’t necessarily function well together.
I do this using the Entrepreneurial Operating System (EOS), by bringing in a proven system and a set of simple tools that help teams achieve those three things.
Jennifer Yousem
I was jotting down notes while you were talking because I have so many follow-up questions. And one of the reasons I wanted to have you on is, one; I find you very engaging. Two, because of the answers you gave when we first spoke.
For those who don’t know what EOS is, yes, it’s a system. And while it’s proven and all of that, it can feel like a heavy lift, between time, resources, money… everything. You told me that you DON’T have to view it as this massive undertaking. So, can you talk about that?
Julie Read
That’s a really common question.
At its heart, EOS is a framework and a shared language. Even when we say, “proven process” and “set of simple tools,” that can still feel a little elusive, like, what does that actually mean?
It’s really a way of orchestrating and harmonizing all the fast-moving pieces of your business. The goal is to get the leadership team fully aligned on how the business runs. And as the leadership team goes, so goes the rest of the organization.
When people first hear about EOS, the proven process, the tools, it can absolutely feel overwhelming but there are a few ways you can bring EOS into your company:
You can read Traction by Gino Wickman—
Jennifer Yousem
Great book, by the way. Even if you don’t want to implement EOS, it’s just a really fantastic read.
Julie Read
Yes. I like to call it the textbook of EOS.
It gives you a strong foundation and a simplified way of thinking about organizing your business. It’s also a great way to think about systems in general and how different business frameworks can fit together.
So you can implement EOS by reading Traction and trying to bring it into your organization yourself. You can also go to EOS Worldwide and sign up for an online learning option to guide you through it via videos.
Or you can hire an EOS Implementer.
The benefit of hiring an Implementer is that your leadership team gets to sit in a room with someone who is teaching, facilitating, and coaching you. They’re teaching and coaching you on EOS itself, but they’re also facilitating and coaching you as a team.
That helps break this big system down into manageable pieces through what we call the EOS Process. It’s structured. It moves you through in chunks. And it only goes as deep into the organization as you’re ready to go.
You move at a pace that feels comfortable but also challenging.
And that combination is important. You will feel challenged because you’re changing how you operate your business. But it’s comfortable because we don’t do everything at all at once.
Jennifer Yousem
I think for me, and I might be using the wrong terminology, but when I’ve talked to EOS diehards, they’re like, “Oh, we did our L10, we’ve got this, we’ve got that,” and suddenly you’re thinking, Oh my God, that sounds like a lot.
But what I’m hearing you say is that it doesn’t have to be all or nothing. There are different entry points. And it’s not so rigid that if you’re not doing every single thing perfectly, you shouldn’t even bother.
Julie Read
Yeah, I would say that’s generally true, and honestly, that’s true about almost anything.
When teams work with an EOS Implementer, we follow the Proven Process. But within that structure, there’s flexibility. The “softness” comes in around how tightly you adhere to the system based on your capacity.
For example, on day one, what we call a Focus Day, I spend seven hours with the leadership team. And yes, when people hear “seven hours,” the reaction is usually, oh my gosh, I can’t give up seven hours.
I get that. I really do.
But the reality is, if you want to get time back, you have to dedicate time to stepping away from the business. We’re so conditioned to work in the business. EOS helps you work on the business. And by allowing yourself to do that, you actually create space long-term.
Jennifer Yousem
Isn’t that the point?
Julie Read
That’s exactly the point.
On that first Focus Day, all EOS Implementers teach the Level 10 Meeting™ structure. We recommend that you leave that day ready to start running Level 10s, 90-minute weekly meetings with a very structured format.
In the beginning, that can feel overwhelming. You’re either adding a new 90-minute meeting to your calendar or eliminating other meetings to make space for it. That feels like a big shift. But I always say: just follow the process and you’ll see what happens. There’s a reason it’s worked for so many teams.
Most teams bring in EOS because they’re frustrated. Typically, it’s one or more of five things:
- Lack of profit
- Lack of control
- People issues
- Hitting the ceiling
- Or trying lots of things that just aren’t working
When you decide to bring in EOS, you’re deciding you’re done with the status quo. You’re choosing change. And when you make that choice, you have to actually try it.
So, we have the Focus Day. Then 30 days later, we come back together and ask:
What’s working? What’s not? What needs to be adjusted? How do we help you move forward in a way that allows you to stick with the system? We also focus on the Vision of the organization and move the Proven Process forward.
Building discipline or reintroducing discipline takes time. It’s not instantaneous.
Jennifer Yousem
It’s funny… very chicken-and-egg.
You’re saying, “I don’t want to be in the business all the time,” but also, “I can’t find the time to figure out the thing that will get me out of the business.”
We see this in bookkeeping all the time. People say, “I know my books are a mess, but I can’t commit to you coming in and doing what I know is going to be painful, like a proctology exam for my books.”
Jennifer Yousem
There are a lot of EOS Implementers out there, but something about our conversations really resonated with me. So, other than just meeting you and having that connection, why do people choose you specifically as an EOS Implementer when there are, what did you say…
Julie Read
Almost 900 of us.
Jennifer Yousem
Right—900 of you. I always tell people, “Yes, I know there are a million bookkeeping companies, but let me tell you why I Heart EBITDA is the best.”
So why Julie?
Julie Read
That’s a great question. It’s all about the right connection.
One of the most important factors when choosing an EOS Implementer is this: Do you want to be in a room virtually or in person, with this person for seven hours, five times a year? And one of those times is two days in a row.
Can you imagine doing that?
There has to be a good fit.
The through line in all of my professional experience is that I show up in a calm, steady way. If we’re in a room and things get heated, I’m not going to get heated too. I’ll respond in a way that brings the temperature down. Sometimes that’s direct, but I’m never going to add fuel to the fire.
On the flip side, I’m also not the Implementer who’s jumping around the room hyping everyone up. If you need a lot of physical energy and amplification in your sessions, I may not be your person, and that’s okay. I’m very comfortable with that.
Jennifer Yousem
I love that. I really do.
Because in many ways, what both of us are introducing is a tried-and-true discipline. Bookkeeping isn’t new. EOS isn’t new. These are proven frameworks.
And I love that you know exactly how you deliver it.
For someone like me who is all over the place, your steady energy would be amazing. But I can also see a more passive leader wanting someone different.
I’m the same way with prospects. If you need things delivered in a softer, sugar-coated way, we’re probably not the firm for you.
Julie Read
I think that’s hilarious and so true.
And honestly, when I seek people to work with, mentors, peers, collaborators, I look for people who are direct. I often gravitate toward people with higher energy than me. I like working with people who are a little different from me.
You really do have to find that special sauce.
I will say, I’m quite direct. And sometimes that can be confronting because I show up in such a calm, steady way. So, when I say something like, “Is that actually working for you?” It can land strongly. It’s not loud, but it’s pointed.
Jennifer Yousem
Yes. And maybe that’s why our conversations resonated so much. When people talk to me, within 30 seconds they’re like, “Oh, she’s a LOT.” And I’m like, correct.
Julie Read
That is not the vibe I got from you!
Jennifer Yousem
Thank you! So, I want to circle back to something you said earlier. You’ve worked in organizations that were siloed, confrontational, and toxic. And I think if you’ve ever worked in corporate, you’ve seen that.
Then you’ve also seen what EOS can do.
Does EOS work for the in-between? For companies that are… chugging along. They’re not a disaster. They’re not the terrifying CRO screaming at the all-hands meeting while everyone’s putting on armor. But they definitely have room for improvement.
Can EOS still make a meaningful difference there? Obviously, if you’re going from chaos to healthy, you’ll see a dramatic shift. But what about the middle ground?
Julie Read
Generally speaking, yes, EOS absolutely works there.
But what I’m hearing in that “middle ground” scenario is this: Is the owner or leadership team actually frustrated enough to want change?
That’s key.
EOS Implementers have a specific target market, entrepreneurial companies with roughly 10 to 250 employees. But more important than size is the psychographic profile.
The owners and leaders have to be:
- Open-minded
- Growth-oriented
- More afraid of the status quo than they are of change
- Willing to be open, honest, and vulnerable with themselves and their teams
In some middle-ground companies, the frustration might sit with middle management, not leadership. And if leadership isn’t feeling that tension, they’re less likely to bring in EOS.
But if they are feeling it, even if things aren’t “on fire”, then yes, EOS can absolutely help.
There’s actually a great tool called the Organizational Checkup. It’s referenced in Traction, and you can also take it online. It helps you assess where your organization stands across the six key components of the EOS Model.
For a middle-ground company, that’s a great place to start. Assess where you are. Identify where you want to be stronger. Then decide whether you’re ready to bring in something structured to improve those areas.
Jennifer Yousem
That’s interesting. A lot of the companies we work with come to us in a state of “spicy disaster” as my brilliant Director has thoughtfully coined.
So, once we’ve done the hard work, 90-day onboarding, cleanup, getting them to beautiful books, there’s always this question of, “Okay… what now?”
Spicy disaster looks like this. Beautiful books look like this. But what about everything in between?
I imagine it’s not harder to “sell” EOS into that middle ground, but maybe harder to articulate the urgency. Like, you still have work to do, but where are you trying to go?
What if a company only needs to improve three of the six components? Not all six?
Julie Read
That’s a great question.
What’s powerful about EOS is that we work on all Six Key Components together. It’s not modular in the sense that you fix one and ignore the others.
Because what tends to happen is: if you only focus on one component, or even half of the model, the other half starts to lag. The system works best as a whole.
Jennifer Yousem
Have you ever gone into an engagement and said, “This isn’t going to work”? Or “This isn’t working”?
Julie Read
Personally, I haven’t had to end an EOS engagement that way. But I know other Implementers who have.
Before this, I worked in the wellness space, and I definitely had clients where it wasn’t working. We couldn’t get aligned. They wanted certain results, but they weren’t willing to do the work required to get there.
In those cases, you have to be clear about expectations.
Here are my expectations as your provider.
Here are your expectations of me.
And right now, we’re misaligned.
Either something changes, or we acknowledge that this isn’t the right fit.
It won’t be me compromising the values of my business. So, the question becomes: Are you willing to step up and do what you said you wanted to do?
If yes, great we keep going. If not, we talk about what a transition looks like.
Jennifer Yousem
I love that. Last year, we created a one-pager outlining alignment and expectations. It might sound like overkill, but the reality is, I think a lot of companies hire someone like us, or bring in EOS, and think, “Great. I’ve paid the bill. Problem solved.”
Julie Read
Yes.
Jennifer Yousem
But the reality, for both of us, is that it’s a partnership. It requires input, effort, and energy from both sides.
So outside of partnership issues, which can derail anything, are there situations where you’d say EOS just isn’t a good fit? Maybe even before an engagement starts?
Julie Read
Yes, there are a couple of scenarios.
First, there are multiple business operating systems out there. Sometimes leaders are high fact-finders, they want to research everything. They explore all the options, and another system resonates more with them than EOS. That’s completely valid.
Another common situation is when someone on the leadership team, like a head of operations, brings EOS to the table and tries to convince the owner they need it. They’ll even bring an Implementer in.
And EOS might actually be right for the business.
But if it’s not right for the business owner, if they haven’t personally felt the frustrations we talked about earlier, then it’s going to be very difficult.
Without buy-in from the owner, implementation is much more challenging. And realistically, if the decision-maker isn’t aligned, it’s probably not happening anyway.
Jennifer Yousem
That makes total sense.
Sometimes I’ll be talking to a controller or a CFO who is desperate to bring us in. And I’m thinking, “I know why you want us, but are you the person who can say yes?”
That buy-in matters.
You mentioned coming from the wellness space. I’d love the Julie Read origin story. How did you get here?
Julie Read
Right out of college, I joined one of the largest day trading companies in the world, based here in Philadelphia. I worked there for five years, in operations and technology.
Then one day, I got a massage. I was talking to the massage therapist, and she said going to massage therapy school was the best decision she’d ever made.
And I’m a little spontaneous in this way. If something really sticks with me, I tend to follow it.
So, I made a huge pivot. I enrolled in massage therapy school while still working full-time. I was working during the day and going to school at night. It was a wild season of life.
Jennifer Yousem
I need to know who did you tell first when you decided you were leaving day trading?
Julie Read
My now ex-husband. I came home from that massage and said, “Guess what?”
Jennifer Yousem
I wish there were video of that moment. Incredible. I love it.
Julie Read
After nine months of massage therapy school, I decided I was done with my full-time job. I quit before I even had my license.
I had all the confidence in the world that I would make it work, and for all intents and purposes, I did.
I became a massage therapist. I added personal training and coaching. I built my own business, and I ran it for seven years.
One of the things I’m most proud of during that time was illustrating and publishing a book about muscles. I got into the e-commerce space, sold the hardcover book, and offered print-on-demand items. The book is still available digitally.
It was really a gift back to the wellness and fitness community. Chiropractors, physical therapists, massage therapists, and people who struggled with muscular anatomy in school, used it. Traditional anatomy books like Gray’s Anatomy can be very dry. I brought humor, levity, and color to an otherwise dense subject.
Jennifer Yousem
I love that!
Julie Read
Thank you.
Eventually, I grew tired of the industry.
I had strong experience in operations and e-commerce, so I went to work for a couple of small businesses in what I would now call a fractional COO capacity, though we didn’t use that term at the time.
That’s when I was introduced to EOS.
For about a year, I was doing that work while wrapping up my wellness business. And I just fell in love with EOS. I wanted to get closer to it.
So, I sought out a job at EOS Worldwide. I was there for five years. I worked as a project manager, supported implementations and technology, and eventually became Director of Product for their EOS software.
That was probably my favorite role. Being part of a team building something tangible reminded me of building my own products.
When that product line was sold, I had a decision to make. And it felt like the right time to step into becoming an EOS Implementer.
I made that transition last summer. It had always been a dream job of mine. I didn’t know exactly how I’d get there, but here I am.
And I’m very happy about it.
Jennifer Yousem
Amazing! Is there anything I didn’t ask you about you, about EOS, about anything that you think would be helpful for people to know?
Julie Read
The only thing I’d add is that the EOS process, when you work with an Implementer, starts with a free 90-minute meeting, and you’ll learn a lot in that time.
If anyone is even a little curious about EOS, and they’re in a space where they know they need something, I’d encourage them to find an Implementer, or reach out to me, and ask for that 90-minute meeting. We’re more than happy to help first and share the system with you.
Jennifer Yousem
When you say, “if somebody is looking for something like EOS”, and I know you touched on this earlier with the five key reasons, are there any other situations that might signal it’s time?
Because we hear things like, “I don’t have enough profit.” Or I had a guy last week who said, “I just paid way too much in taxes.” And I said, “Well… you made a ton. I can’t really solve for that.”
Or maybe it’s, “I want to get out of the day-to-day.”
What are some of the things people should be thinking about when they’re saying, “I’ve got to do something”?
Julie Read
That’s a great question.
First, I’d suggest taking a look at where you want to be in five or ten years.
If you’re an integral part of your business and you’re thinking about selling at some point, something’s going to have to change. You may need to bring in EOS. You may need to talk to an exit planner, and they’re going to tell you the same thing: you’ve got to get yourself out of the business.
So, start there. Where do you want to be in five or ten years? Do you still want to be spinning your wheels? Do you still want to be dealing with people issues?
Because people issues are one of the biggest challenges in any business. I think it’s something like 82% of issues are people issues.
Jennifer Yousem
You do not have to tell me.
Julie Read
Exactly.
If you can’t step away from your business without getting a phone call, if you’re the linchpin in any part of the organization, and you don’t want that to be true five years from now, bring in EOS.
EOS distributes the work across the entire organization. It highlights issues, challenges, and problems, but also ideas and opportunities you may not even be aware of.
If you know something isn’t quite right, even if you can’t put your finger on it, but you’re thinking, “I know this could be different”. That’s usually a good sign it’s time to explore something like EOS.
Jennifer Yousem
Got it. Thank you again, this has been fantastic, and I think this is really going to resonate with people. I super appreciate you doing this.
Julie Read
Thank you.
