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When I was doing gym watch, which is when I started the original gym watch version of my company,

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this is after I had my chain, I would fly out to facilities and fill them up, right?

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And then we scaled up to a team and then we'd fly out to those facilities and scale them up.

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And what's interesting is, when I had my chain of gyms and I built them not to make money,

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I built them to build a business, right? That was kind of the mindset,

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like I want to build a business and so what's interesting is I continue to grow the business,

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but I didn't make much money. I mean, I made it enough, but I didn't make a ton of money,

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but I will say this is that whenever I got into a hard spot, right? And this made, you might

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identify with this, whenever I'm going to do a hard place, I was like, I didn't have enough money

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and there was payroll coming up, I always found a way to make money, right? And like, never failed,

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I never missed payroll, I never missed rent, you know what I mean? Like I always found a way.

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And the same thing happened with gym lunch. When we were flying out, we always found a way.

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And what's interesting is when gym lunch was growing, I got into this horrible position.

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And so what ended up happening was I, you know, when I was selling, you know, we'd fly out and I

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talked to the gym owners and we'd kind of help them with their business, shift everything around,

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et cetera, right? But then as I scaled up and then I had sales guys, you know, flying out and

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doing the sales at these facilities, right? For 30 days, we'd fill their gym up. And the thing

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is, they didn't really have the same, you know, rapport with the gym owners, they weren't gym owners,

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they're like, hey, I'm here to close deals. And which is fine, that's, that's, that's okay. You

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don't even mean it happens. But the problem was what would happen is they would sell people on,

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you know, a challenger or a program. And the gym owners would, after they left, after that,

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you know, we'd already fronted the cost of the marketing, the hotels, the commissions, everything.

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And so all these people in their gym, some of the gym owners told all of the clients that we

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had sold to refund and then, and then buy it again through them, which you might be thinking,

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that sounds dishonest. And the answer is, you are right, it is dishonest. And so I think in a matter

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of a week, I had like two gyms do that. And I think I had like a hundred or 150 thousand

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dollars in refunds. And mind you, like, I think I had a total of 150 thousand dollars saved up.

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And so this was like everything I had. And it happened in a week. So just imagine losing everything

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you have in a week. It was horrible. And this is just after I had kind of come out of my barely,

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barely getting out of bankruptcy situation. So I got rid of the gyms. I'd start the new enterprise.

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That money had disappeared because the partner had taken it out. And then I was basically left

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with $1,100 and I started gym launch the way this company had grown. I was able to grow it back up

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at 150 thousand in savings. And then boom, it's all gone again. Right. And so I share this with you

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because I know what it's like to lose everything. But what's interesting though is that when

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that happened, the reason this got worse and worse is that even before I had those two gyms that

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told everyone to refund, there were still a high percentage of people that were refunding.

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Like an egregious amount. We were at like 25%. And the reason was because we had a satisfaction

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guarantee with the program, but I had no control over the fulfillment. So I had, you know,

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gym owners who were coming to us who were struggling. So they probably weren't that good if a

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fulfillment. And then we would sell people into their gyms and then they weren't that good if

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a fulfillment. And so people would just say, like, just give me a refund. I don't want to do this.

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Right. And the thing is is they had no skin in the game because it was all my money not theirs.

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Right. And so they were like, yeah, whatever refund. And so we started a huge refund rate.

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And what ended up happening was the refund rate basically surpassed the margin of the business.

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And so let's say I had a 25% refund rate and the margin of the business was 12 and a half. Right.

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And so all of my margin was gone based on these refunds. And so in order for me to make up the

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additional 12 and a half percent, I had to sell more in advance to cover the deficit. And if

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you're thinking ahead here, you know where this is going. Basically every month, I had to sell more

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to cover the refunds from the last month. And so this is what is called a death spiral. Right.

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I didn't know how to get out of this trap that I had woven for myself. And it was horrible.

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It was horrible. I mean, it was I could bear I was stress sleeping. It was it was really not fun.

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And honestly, I just was like, I was like, I went from having nothing to now having less than nothing

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and not knowing how to get out of it. It was just an unbelievable feeling of being trapped.

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It's it anyways. I thought I was like, I just have to make money. I was like, I just have to make

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money to get myself out of this. And so what was interesting is I made this shift. And I said,

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you know, and this is where Leila, she had a little side business selling fitness online. And I

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said, why don't we why don't I put all my my marketing and sales efforts towards your business

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instead of this business? Because we can, you know, basically cut the the middle man out of it.

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We'll just sell direct to consumer and it'll be fine. And so believe it or not, we ended up doing

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about a thousand a day within 14 days directing all that attention to her business. I was like,

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this is awesome. We've got these, you know, eight guys. We can shift them over and we'll do 8,000 a day.

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And this could work. We can make this pivot. And so, but I still need to cover this huge deficit,

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which at this point was probably like a hundred thousand dollars that I was going to have to come up with.

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And I had nothing because I discovered the last month. I decided to come up with a hundred thousand dollars

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of profit, right? Not revenue. I'd have a hundred thousand dollars of extra juice to be able to put towards

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this, you know, throwing the logs of this fire, right? A refund monster that was growing.

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And so the thing is, is that when I thought from that perspective, I ended up coming up with a

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solution really quickly, which is like, well, you know what? I'll just bundle all the stuff. I'll call

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all those gyms back up and say, hey, you remember how I put all those people in your gym. Want me to

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just show you how to do it. And then you can just buy the information from me. And I did this as like

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I'm getting out of the gym industry concept because we were doing well with the online thing.

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And what was crazy was when I thought from the perspective, and this is the entire point of this

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podcast, all right? When I thought from the perspective, man, I really just need to make money.

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I made the money.

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Real quick guys, you guys already know that I don't run any ads on this and I don't sell anything. And

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so the only ask that I can ever have are you guys that you help me spread the words we can

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not more entrepreneurs, make more money, feed their families, make better products, and have better

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experiences for their employees and customers. And the only way we do that is if you can rate and

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review and share this podcast. So the single thing that I have to do is you can just leave review,

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let's say 10 seconds or one type of the thumb. It would mean the absolute will to me. And more

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importantly, it may change the world or someone else. And it was one of the most profound lessons

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that I've that I've learned as an entrepreneur is that most entrepreneurs don't think about it like

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that. And so what I mean by that is like, I'm sure there have been times like I said earlier that

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like you needed to make payroll or you need to make rent or you needed to you needed to buy

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something and you had to go generate cash, right? And then you boom, you went and generated the cash.

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What I can tell you between the people who I think who I've who have observed were very successful

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with lots of money and people who who have businesses but don't make that much money is that the people

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who are really successful always earn that mindset. They're always trying to think about how they can

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make more right from the business. And I'm not saying that from a from a selfish standpoint

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thing like that. Obviously you have to do that provide value, you know, et cetera. Like that's

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that's a that's a foregone conclusion in this conversation. All right. But simply making the extra

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effort, right? So this is this is like when you're you know, if you have a business and you know,

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you run a you run a flash sale or something like that and it works well. Well, why aren't we doing

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this once a quarter? Rise in this systematized. If we know that doing this extra little promotion and

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we do this on a 12 week cadence, we can get four times these amount of pops and we can do this on a

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regular, you know, like cadence, then then we're going to make a lot more money. And so it's it's like

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think about the thing and this is a good exercise that I do a lot, which is like if I really needed

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to make money like I had to make money. What would I do? Think about it. Like if you can think about

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that within your own business like right now, if you had to go pay for something that's that's a lot

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of money relative to whatever your income is. Let's say let's say it's three times what your normal

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monthly owner cash flow is like what you take out of the business or whatever that number is

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think about if you had to double or triple it, right? What would you actually do?

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And what's interesting is that for me, I think very differently when I'm posed that question

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rather than how would you grow the business, right? And what's interesting is that they shouldn't

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really be separate questions, but they are because growing a business versus making more money

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are for some reason, at least for me separate concepts, right? But the thing is is that

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it takes money to grow a business, right? And so when I start from that perspective and when I

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lead with like, okay, if I had to make money, I had to because my life depended on it. What would I do?

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Oftentimes that focus and clarity cuts through all the noise of all the extra due dads and

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BS and progativity stuff that we just put on our calendars to just get straight to the gold,

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right? That you cut straight to the middle and grab what you need. And then it's that mindset,

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at least repeated, systematized over the span of a business will make you significantly more money.

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And so ultimately, obviously, we made that shift and we made a tremendous amount of money.

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What was ironic to me was that when I started gym lunch, I had learned the lessons from my gym

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business and from the gym and from the first version of the gym lunch business, which was

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building a business does not make you wealthy. Now, sure, I had enterprise value, but what I had

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forgotten about was the massive operational risk that I was taking on, right? So whenever you're

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running a business, you are always exposed to operational risk, which is, I mean, every gym owner and

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any every small business owner who's brick and mortar and COVID experience this, right? Is that

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there are risks that are unforeseen that you are exposed to unknowingly that you take on while you

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perform business, which means that next month something might happen that could cost you everything

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you have, right? And so this is where I transitioned from, I'm going to spend everything I have to

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reinvest into business to, I'm going to pay myself and I'm going to make money while this grows,

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because if I don't, it could end and I could be left with nothing, right? And that's exactly what

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happened after I had, you know, my, my chain of gyms. I mean, I wasn't left with nothing. I had

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some money, but like it wasn't, it wasn't a lot. And then I ended up making a poor decision and

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then losing it, right? And so at that moment, I had, I had built, I'd put all my, my energy and my

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sweat, my tears, my time and sleeping on the floor and all of these memories, right? For nothing,

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but it wasn't for nothing because I got the experience. And so this is why I'm telling you this,

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is that hopefully you don't have to do that for four years and have nothing, right, to show for,

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except for one lesson, right? And that's what I'm trying to explain right now is like, if you can

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keep this lesson of like, I should pay myself, right? And I should think from that perspective,

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how, how can I actually make money from this thing rather than just building this thing?

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Then I think it'll be much better off. And so I, I didn't even learn it the first time, right? I had

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to learn it, I had to learn it after two really big failed businesses, failed, you know what I'm saying?

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Like, it didn't make me independently wealthy. And it was when I started this business that I,

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that I came into it with the perspective of, okay, I'm going to grow this thing, but this thing

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has to feed me to, right? I'm not just going to take on all the risk for everyone, for everything and,

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and have no upside for me because hoping and dreaming that you're going to sell your business as

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your way of profiting, less than 1% of businesses sell. It's, it's just, it's, it's such a small

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percentage, it's laughable, right? And so if you think that you're going to bet everything on the

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1% chance that you're going to, you're going to be that 1% that sells your business. And I don't

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even know the metrics, to be fair, I'm quoting a quote that I was given, but I would bet like,

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if it's that 1% then I would say it's the 1% that like the sale is meaningful, you know what I mean?

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Not just like an asset sale or a garage sale. So if you're betting your entire business or your

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bet your entire future and your income on this 1% shot, I don't think it's the right mindset to take.

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And so you should get paid while you grow. And this is a concept that Warren Buffett talks about

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a lot, which he calls it owner earnings, which is how much money after reinvesting in the business

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to keep its competitive advantage, can I take home his profit, right? And that is what he values

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a business off of, which is how much owner earnings from now until infinity, right? Until the end of

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time, will this business produce, right? Because it's not fair to just say, well, this business produced

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a million dollars in profit, but I have to reinvest a million dollars into new R&amp;D, you know,

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research and development to keep us competitive. Well, if that's the case, then you're not really

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making anything besides your salary, right? And so then that business doesn't have really much value

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and Charlie Munger and Buffett talk about this extensively. And I think it's like you have to

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experience it firsthand for these things to be real for you, but I'm trying to hopefully give you

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the experience via this story so that you don't have to. But if the best investors in the world

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think about owner earnings, and when you need to make money and actually take cash out, you know how

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to do it, you have the ability, you just don't have the belief. And if you can make that shift,

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like it wasn't like I became more skilled, you know, I mean, literally I started one from

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from launching gyms in person to showing gym owners how to launch their gyms within within a

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week or two. It wasn't like I got that much smarter. It was simply because I had a shift in beliefs.

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And as soon as my belief shifted, I was able to make a hundred thousand dollars something, you know,

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in profit, in that next like couple weeks to cover all these refunds. And then I was like,

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holy cow, wait, I can have a business and make money. And that was kind of the light ball moment

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for me. And I was like, oh, I'm never doing business the other way again. And so I tell this story

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to hopefully, you know, share that experience with you as that you don't have to go through. Like I

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did, but anyways, if you if you are a business owner, you have it within you, you already know how

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to make the money because every time you need it, you always do.
