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These are 17 conversations made to millions of my 20s.

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Number one, I was going back and forth between quitting my job and starting a jam or starting

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my entrepreneurial journey.

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Another early mentor, he sat me down and said, man, I've been listening to you waffle

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for months now.

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He said at some point, you're not going to know anymore, you just have to jump.

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He said it in a way that made me feel like a pansy.

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I realized I didn't need more information that already done all of the research, I just

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needed to decide.

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The definition of the decision comes from a Latin decadera, which basically means to cut off

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or kill off.

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Because which future was I deciding to kill off?

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Was it the future that I was in currently that I didn't like anymore?

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Or was it the future that I had the potential to accomplish the dreams that I had?

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By not deciding I was actively killing off the future that had my dreams and then I needed

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to choose which one I wanted to kill.

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Number two, very beginning of entrepreneurial journey, I didn't know how to sell anything.

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And a mentor just said, do you want to know the secret to sales?

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I leaned in.

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I was like, yes, please.

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I had my notepad out.

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The secret to sales is making it an offer so good people feel stupid saying no.

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And that obviously became the subtitle of my 100 million dollar offers book.

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I kept thinking that I had to learn how to like kind of manipulate and going through sales

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scripts and building rapport.

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And sure, some of those skills are useful to have when it's so much easier to just find

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things that people really want.

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Chick-fil-A doesn't need to sell you on chicken sandwiches.

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They just have amazing chicken sandwiches and people go buy them.

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And that forever changed how I created new products, created new services was I started

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with how do I get the most people to say yes and then worked backwards.

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Number three, my next mentor was a $10 billion C.O.O.

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He always said, you gotta go slow to go fast.

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He kept repeating it to me over and over and over again.

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You only unlock the compounding which later on grows significantly faster than the erratic

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activity of smolting here, smolting here, new thing here, new thing here, then just doing

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the same thing for an extended period of time.

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And so what feels slow in the micro looks fast in the macro when you look at the trajectory

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over a long period of time.

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But what looks really fast in the micro is usually really slow in the macro because people

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can never get that compounding start harnessing because they're always starting back over

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at ground zero.

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Whenever you change something, the one cost is guaranteed is that change will have to

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get paid for.

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The reason guaranteed is that it's going to work.

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You know you have this fixed cost which is how you should see it is that whenever you

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change something you have to pay a price.

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Number four, the next lesson I learned was in level of effort.

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One of my early mentors told me about flyer.

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I thought I needed to go put a lot of flyers out to get business, put out 300 flyers.

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So I called the mentor back up and I was like, hey, this didn't work.

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And he's like, you know, what was your test site?

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We mean my test site.

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And I just put out 300 total.

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He just laughed.

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300.

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Like, you're not going to know anything with 300.

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He's like, we test with 5,000.

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And then we do 5,000 a day after that.

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5,000?

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A day?

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I might have been doing the right thing all along, but I was just doing far too little

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of it.

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And at that point, I decided that whenever someone gave me advice, I wouldn't let the

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volume of activity to be the reason it failed.

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But I just hadn't done enough of them or hadn't done them long enough.

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I see so many smaller, younger entrepreneurs who do something for too short, too little

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time, not enough volume that they might have been doing the right thing.

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They just didn't wait long enough or they didn't do enough of it.

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Number five, I was at actually a mastermind and I saw a guy get up and he seemed so disorganized.

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And he said, yeah, you know, we're making 300,000 dollars a month.

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It's like we've been stuck here for a few years.

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Laila and I were actually together at this point.

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We both looked at each other and we were like, this guy can do it.

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We can do it.

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It was one of those moments that beliefs are broken because what you find out is that

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they are made of the same thing as you.

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Rather than right off, this guy is such an idiot despite him being an idiot.

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He's still more successful than me.

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Imagine if I used my work ethic and my intelligence.

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And when I shifted my perspective from that way, I was able to start using other people

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successes to fuel me rather than to make me feel bad.

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It switched from wanting to cast stones at people to being inspired by them and thinking

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if they can do it so can I.

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Within six months of seeing that conversation happen, we were already doing a million a month.

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Number six at a different event.

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I went up and I spoke and I told my whole plans of how I wanted to build this national gym chain.

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The America's next gym.

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The guy who ran the mastermind said, you know what Alex, I don't think you should do that at all.

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I was crushed and he said, I think you have a level 10 skill set in the level two opportunity.

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One of those simultaneously incredibly encouraging things and incredibly heartbreaking things.

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So it was a very like emotional moment for me.

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He was both encouraging me to say, like, could have been doing more.

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And this person from the outside put a bar up that was significantly higher than what I was shooting for.

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And that stretched my horizon for what I was capable of.

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And I think getting around people who can do that for you is one of the most viable things you could possibly have in your life.

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What he didn't say was a level two opportunity as he was defining it and opportunity that has low leverage.

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There wasn't a very good compounding vehicle for capital.

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The fact that I was successful and what most consider a shitty opportunity.

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He saw as the skill sets that would create a much bigger win later.

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If you are in a lower level opportunity, I wouldn't say be upset about it.

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I would say you're learning with extra resistance against you.

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You're getting stronger now.

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And then when you go onto the moon where gravity is lighter, you just knock it out of the park.

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Number seven was a private event.

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It was 10 people.

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Everyone was doing eight figures a more year.

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And I got invited.

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The guy came up to me and this guy had done $27 million in a single day.

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Holy shit.

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This guy's made more than a day than I made my entire life.

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He said, fat pitches in life don't come very often.

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When it gets easy is when you need to go hard.

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Otherwise, there's someone who's 10 times bigger than you who's going to take everything you have

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and not even think twice about it.

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That was literally fueled by that one conversation.

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If you're like, wait, how are you doing?

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300,000 a month taking home through it.

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I had like no employees and I was making it all myself.

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You do have one of this opportunities that comes up in your life when things start working really well.

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That's when a lot of people ease off the gas.

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That's when they go easy.

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When it gets easy is when you go hard because you don't have that many fat pitches in a lifetime.

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You might get two or three and you just got to track this shit out of it when it comes

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and expect that you're going to sacrifice some short term for some long term later.

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Number eight, the same event.

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A different guy came up to me.

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He said, you're skinned.

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You're like doubling every month with this current thing.

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Like, why do you want to start a supplement business?

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What if you just spent three times as much on marketing and didn't start a supplement business?

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I didn't start the supplement business.

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I actually delayed it for 18 months.

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In the next three months, we tripled the ad spend and went from 400 to 780,

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780 to a million from a million to two million just the next six months

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because of that piece of advice.

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And I think the underlying part of that advice is that when something is going well,

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oftentimes entrepreneurs think, great, I won.

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How can I get another win?

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But the real win is just doing 10 times more of that thing.

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The hardest part is getting product market fit.

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It's getting people to want to buy the thing.

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Once you have that, you don't need to innovate that anymore.

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All your innovation has to go through.

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How can we do more volume?

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Number nine, the next lesson was from a guy who had a big e-commerce brand.

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So he was doing like 30 million a year at the time.

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And I was like, oh my God, this guy is God.

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He gave this huge presentation.

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I was like two hours long.

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He said, so pick a percentage, whatever it is, 10% 20% of your marketing spend

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and put that towards new ideas, expect to lose it.

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But when you're losing it, you're gaining the lesson.

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You're gaining the experience.

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And what happens is he's like, you know, four out of five times,

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for crazy ideas fail.

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He's like, but one out of five, they crush and become the leading edge innovation

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that pushes us to the next level.

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I immediately took a number and I wrote down what my new learning budget was going to be.

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And it gave me permission to spend money without return immediately.

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If you think big picture, he just extended my time horizon for a return.

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And so rather than saying, I have to make my money back immediately.

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Within 30 days of me spending this, I said, if I extend my horizon over my lifetime,

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if I spend this money, I will learn and be better and I will learn faster than somebody who doesn't.

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I just gave myself a budget to say, it is acceptable to lose this.

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And then I committed to that.

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And that was a huge pivot point for how we were able to scale and try new things.

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And I looked forward to spending on my learning budget every month.

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And it just gave me permission to be creative knowing that it would be okay to fail.

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Number 10, the next one I got from a pastor between Layla and I.

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He gave us a single piece of marriage advice that we have taken today.

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We have used countless times in our lives, both in our marriage,

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personally and professionally in the business.

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You said, if you don't agree, don't move forward with such a simple piece of advice,

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because we have always made our decisions together.

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And if we don't agree, we slow down.

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A lot of times we impose this false sense of urgency on ourselves

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when there's almost nothing that is urgent.

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Like unless you're going to die, which is the only real urgency,

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then a lot of times taking an extra second to think, okay,

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is there something we're missing?

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Is there a frame that we're not seeing?

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We don't agree.

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The first question we always ask is what information are you using?

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Oftentimes, one of us will have data that the other person doesn't.

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Because we have the same values and same mission,

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we do ultimately come to the same decision.

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That has saved me so many mistakes.

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Number 11, I went to a big half a billion dollar master one.

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There was like 10 of us there.

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And the total sales of everyone in the room is about half a billion dollars.

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But I was still among the smaller ones.

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I think we were doing 30 or 40 million dollars a year at the time.

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And plenty of guys there were at 100, 200, etc.

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What do they have?

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Are they smarter?

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Are they working harder?

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Are they sacrificing more?

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They had a bigger total of decimal market.

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They had a bigger tab.

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They were going after just a much wider audience.

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So you start small.

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So the riches are in the niches.

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But at a certain point, you do need to open up the aperture.

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So like Facebook started with, you know, college, right?

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That was the niche and then slowly expanded over time.

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I had to open up my eyes and say, you know what?

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Maybe I can go broader in some way.

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Number 12, this was one of the first billionaires that I ever met.

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I'd been stuck at 30 to 40 million for like three years.

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So there was a lot of learning that I was trying to do in this period

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to break through that wall.

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I was telling him all these things that I was doing to try and grow my business.

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And he just laughed.

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He said, it's not about you.

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It's about everybody else.

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And what he meant by that wasn't like me versus customers and anything like that.

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He was like, all you've been telling me is what you're going to do.

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You need to have a stable of stallions.

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You need to give people a slice of the pie

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and let them get rich too.

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And up to that point, I had hoarded everything.

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I was like, you know what got me from a $100 million stop line to $500 million stop line

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doing less and getting really smart people to help me out and giving them a big slice?

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It's about talent.

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It's about people.

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You have to get other people who can make decisions on your behalf

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and you feel not only that they were as good as your decisions, but even better.

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Because at the beginning, you're a jack of all trades master of none

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but you need to have mastery in every department of the business in order for it to scale.

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And you can either see that as I have to learn everything or the faster way,

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which is I can go buy it.

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Through other people who've already given 10 years already.

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If I can get 10 people who've all spent 20 years in their respective departments,

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I basically have 200 years of experience.

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And if every person in the organization has learned everything from you,

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then it's only one brain and one lifetime that is the limit of the organization.

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That thing is what got us past the 30 to 40 million.

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That was a huge breakthrough for me.

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Number 13.

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The next conversation I had was really the one that pushed me over the edge.

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I have a famous friend.

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I was at his house and we were sitting at the kitchen table and I said,

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don't you get tired of all these weirdos messaging you stuff and sending you threads

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and three people a week stopping by your house trying to climb your fence?

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Isn't that not fun?

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He said, if that's the price I have to pay to make the impact I want to have

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then I would pay it every day of the week.

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For whatever reason, it just stabbed me in the heart.

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And it made me feel like if I want to spread a message,

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if I want to help more people, that there is a cost to it.

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Having now been a little bit the other side and having more recognition and whatnot

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is that fame has pros and cons.

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There are cons, but I believe that there are more pros than cons.

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Are there things that are inconvenient now?

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Absolutely.

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You get stopped every time you go out to dinner, like you get distracted.

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It's harder to be like private and public.

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If you have a bad day, you can't do it because someone says,

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hi, it's the one time they're going to see you.

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There are things that are cons, but the pros out way to cons.

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You get amazing people who will come and want to work with you.

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You get amazing teammates who otherwise would never know you exist.

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You also have the same mission, have the same values.

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And it creates significantly more alignment and real world value in terms of economic value.

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How much money you make by having people inbound coming towards you.

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I used to talk shit about people make cause I was like,

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do you call it outreach and run ads?

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Like don't talk to me.

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But now having been on the other side of it,

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I could tell you that it was missing.

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Number 14, big influencer.

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I said, hey, you're way further ahead of me.

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Like, how do I just shortcut this thing?

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And so he said, hey, start making content every platform.

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So I did that.

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And then I came back six months later and I said,

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hey, look, we went from zero to 200,000 people in our audience in six months.

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And you noted the progress.

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But I was like, what's your blueprint?

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What's the, what's the model?

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Give me the flow chart.

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He said, dude, we don't have a flow chart.

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Anybody who's trying to tell you that is trying to sell you a system.

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You just need to do so much more volume than you currently are.

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He said, just pull up your Instagram and pull up my Instagram.

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So I pulled it up, pulled it up.

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He had posted five times.

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I had posted once.

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He's like, pull up your LinkedIn, pull up my LinkedIn.

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He had posted seven times.

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I had posted once platform by platform.

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You get pulling one up and he was embarrassing me with the amount of content

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he was putting out compared to me.

295
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So in the next six months, I put 10 times the content out and we grew 10 times faster.

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The interesting lesson I learned from this is that there are principles that are ubiquitous.

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The more work you do, the more you get.

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So the boring work applies to everything in business, whether it's relationships,

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whether it's cold calling, whether it's making content, the more you do, the more you get.

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Number 15, the next one was about investing.

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I was actually pretty big pansy when he came to investing.

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And this was the breakthrough I had at all this money and people were like,

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I've got this real estate deal.

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I've got this crypto thing.

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When you have lots of money, deal flow is not a problem.

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But I didn't have was like set of rules or parameters.

307
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And you have to make those otherwise you get too much decision fatigue.

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You waste too much time doing diligence on deals, reading, having multiple phone calls,

309
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having lawyers come in and then deciding not to do it.

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This one conversation I had changed my life.

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He was telling somebody who had a lot of real estate experience.

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If you were to put a circle on this table,

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what percentage of your brain knows real estate?

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And he was like, I guess 85 percent.

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Okay.

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What percentage of your brain knows stocks and stuff?

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He's like, oh, 10 or 15 percent.

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He's like, that is your new capital allocation parameter.

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85 percent of your net worth should be in real estate.

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15 percent should be in stocks.

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And it was so simple for me.

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I know business.

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And so what do I invest in now?

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Only businesses.

325
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Only risk if you don't know what you're doing.

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I can write a five or 10 million dollar check and be fine.

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If I know what it's a business because I understand I know what pitfalls are going to come up.

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Like I get it sticking with that just forever made my life simpler because now when deals come to us,

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I'm like, that's just not in my will.

330
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And I can just immediately say no.

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So the amount of time and effort and lawyer calls and conversations that that save me has paid so many dividends.

332
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And now I'm investing in doing significantly better because it's what I know.

333
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And I feel comfortable with it and I can move away fast.

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Number 16, leverage behind a product.

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Neval has said you only sell because you don't have a market.

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You only market because you don't have to build a product.

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An exceptional product is a quadratic relationship with your audience.

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Good marketing or good sales is a linear relationship.

339
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If you make an exceptional product,

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something that's so unbelievable that people cannot help themselves but tell other people about it.

341
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One person buys the product and they tell two, two,

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tell four, four, tell eight.

343
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How do I do that?

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You work on it and you keep working on it and you don't make new products until the first one's right.

345
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And if you're like, that might take years.

346
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That's why good shit takes time when it really offers.

347
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That book continues to sell more copies every month with zero advertising dollars.

348
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Actually less work in the long run to build a better thing than it is to build a shitty thing

349
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and then have to spend the rest of your time marketing and selling.

350
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You want to have leverage in every aspect of your business and the product is the strongest one.

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Number 17, the last one I learned from Uncle Warren, the power of brand.

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Brand was always this amorphous thing that I thought was complete BS.

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I was like, can't quantify brand blah blah blah.

354
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But the thing hand quantify brand and that is what I learned from Uncle Warren.

355
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He said, the amount that you can charge above the commoditized version of your product,

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the delta there is the power of brand.

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If you have a t-shirt that can sell for $20 normally and can sell for $100 with your brand on it,

358
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all of that pricing power goes to bottom line, which is why Warren Buffett invests in brands.

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It's one of the strongest ways to retain pricing power.

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The brand itself becomes a huge compounding vehicle because the audience and the awareness around the brand compounds.