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The wealth or money ladder, there's six levels to this and I'm going to break it down.

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This fundamentally changed how I saw how I priced my payment terms and fundamentally how

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I saw money flowing through business.

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Welcome back to the game.

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I have an old, an old concept that has re-emerged.

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This is something that I thought a lot about in the year that Laila and I were selling

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gym lunch.

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And it's basically just how the flow of money is prioritized.

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And so I think if there were a wealth principle or a woo-woo idea that I have ever subscribed

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to, this would be it.

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I don't really know what would make it woo-woo, but wealth principle certainly has that

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ring.

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But it's actually that there is some mechanics behind how money flows within the economy.

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And the privileges that certain types of businesses or agreements set in motion cause

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a disproportionate amount of money to stick to those entities that follow this structure.

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And so I see this more as a continuum than I do a specific rule and I'll break it down.

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But it's basically the relationship between payment and work.

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There are kind of six varying degrees along this continuum that I've kind of identified.

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I have noticed that as I have become wealthier, I've moved up kind of the continuum here

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towards the ultimate extreme.

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Let me take this out of theoretical and put it into the actual or real real life.

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So at the lowest end of this continuum, you would have somebody who works now, takes

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on tremendous personal risk and gets paid later.

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Now normally you think, oh wait, isn't that the results of delayed gratification?

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Well, not when it comes to the flow of money within an economy.

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And so I'll kind of explain.

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And so what's the word for somebody who falls into this category of rules?

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Well, the answer is an employee.

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They will front two weeks of work, sometimes a month of work, they'll work up front and

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then they'll get paid later, right?

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And that's a pretty standard agreement that's existed for a very long time.

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As I walk up this ladder, think about both of those variables, the payment and the work,

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and you'll see how they shift.

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And obviously the goal or the ideal is to go as high up the ladder as you can.

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And so the level above that would be an independent contractor.

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So this is somebody who functions like an employee, they do work and they get paid.

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But sometimes the nature of the payment and the timing of that payment can be altered.

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And so a common setup might be half now, half later, right?

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And so you can see how this works.

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So if they get paid half now, they work and then they complete work and then they get

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paid the other half.

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And so it's a little bit more smoothed out compared to the employee situation.

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Now that would be the second lowest on our run of wealth, the plot thickens.

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And so what are these, what are these remaining, you know, tiles above this?

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So above that, I would consider the the in demand professional.

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And so what, what happens in this situation?

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So this would be a specialist of some sort or you go to a heart surgeon or you just go

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to a doctor in general, whatever you pay first.

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And then they do services.

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And sometimes, depending on the leverage, you pay now and get services later.

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You know, if you have a surgery, just use that to keep that example going.

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You might pay today and your surgery might be for three months, you know, from now.

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And so from a cash perspective, that business is advantage compared to one where they have

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to, you know, work first and get paid after, right?

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So we're plotting along here.

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Now hopefully the goal is to really like think, oh, I need to, I need to like, I need

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to jump to this next run.

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It's more like, how can I alter how I ask for money within the business that I exist

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or the services that I sell so that I can make my money flow more advantageous and ideally

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have more of that money stick to me within the economy?

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So now we go, what I call above the line.

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So those are kind of like the three levels as I see it for an individual, right?

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But as you go up the ladder, you have the leverage of organizations, right?

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And so I would say the level above that is banks.

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So let me, let's play it out.

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So bank gets paid immediately and they always get paid first, meaning if there's something

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called a capital stack, but essentially if you buy a house, you don't really buy a

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house.

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The bank buys it for you and they get the house.

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Even if you are a good banker, typically the rule of banks, if you didn't know, this

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is that you should be able to recruit your money in at least three ways.

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And so that creates collateral for the bank to do lending and that's typically how they

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do it.

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They'll be like, you have a personal guarantee.

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We also can, we also have the house, which is payment.

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And if they can, they'll get a third way, right?

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There, it's like they kind of cover their downside and they will get paid no matter what.

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And they take on some risk at a later date, right?

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And so you can see how work shifts, it's like how much work is there?

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Well, less than in some of the other, the first three scenarios I gave, right?

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And you continue to pay for that thing, you know, every single month and they get more

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than the money they put in.

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Now what level is above banks?

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Ah, I think there's two.

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And so I will, I will break them down.

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The next highest up or second highest, if you will on our money ladder or continue them,

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is insurance.

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So the reason I think this is interesting is because banks, insurance and the final

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example that I'll give you are establishments that are hundreds of years old.

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And when I see something that's lasted for a very long time, I think that they must

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have some superior setup or agreement implied or explicit for how money should flow to

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them.

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And like this is just stuff that I think about on Sunday afternoons.

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But insurance, if you think of what it is, is like, let's say I buy insurance, right?

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You know, I buy insurance, I pay today and I may or may not receive something back

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in the future based on the agreed upon terms to use the simplest example for insurance.

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It's like, if I buy life insurance today, I'm literally just going to give money for a 100

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percent margin box of air that may or may not be redeemed at some point in the future.

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If I do this for 20 years and then I stop, they literally just called out the money for

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nothing.

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Like, wild.

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And in the unfortunate circumstance where something does occur and some of the terms

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of the agreement for some reason were broken, they still get all that money for nothing.

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And all of the compounding and growth that occurred as a result of that.

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And not to mention, insurance, the float that they generate is tax-free.

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Which means that all the money that they have to keep, which insurance companies basically

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act like, you know, investing accounts except they don't pay taxes because they predate

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the tax code.

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This is why I look at very, very old businesses because they have survived wars, they have

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survived different, you know, leadership, you know, within the world.

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And when I see that, I'm like, they must have a robust system for getting paid.

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Right?

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Otherwise, these things wouldn't exist.

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And so you're like, okay, what's even better than getting paid now and getting paid

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for a long time and maybe or maybe not even have to pay anything back?

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Well, I think the final is, I would say, the three categories, government, God and franchisers.

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And what do these companies get?

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What do these establishments get?

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They get, which is a term that is more commonly used, royalties.

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And the reason I think they're called royalties, I'm going to make a bet here, is that they

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were given to royalty.

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They were given to the kings of the kingdom, right?

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And the nature of a royalty is kind of interesting because you get paid always and you get paid

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off the top and your work is questionable.

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So what does the government do for us, right?

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Now this is not intended to be some sort of political point, but I just like to see how

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money works, right?

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What do we get for what we give to the same degree?

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It's religious establishments, right?

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You tithe off the top, right?

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God gets paid first.

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Again, not a statement for or against religion, just noticing how the money flows.

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And then you have setups like franchisers where they set up some sort of royalty agreement

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and they get paid off the top, right?

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And so when we're looking through this lens of this money ladder, this wealth ladder,

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whatever you want to call it, right?

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And at the very lowest levels, you work now and get paid later.

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That a level above that is you work now and you get half now and then you work later

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and get the other half later.

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You've got the in demand professionals who get paid now and then they work later.

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You've got banks who get paid now and then maybe they take some risk later.

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You've got insurance that gets paid now and maybe pays money later or doesn't.

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And then finally, you've got government and royalties that get paid always off the top

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and first and maybe never work at all.

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And so when we think about how we set up our agreements for services, for products,

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for how we do business, the goal is obviously to keep these two things in mind.

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And the work really functions as the vehicle for risk, right?

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So when you have time, you risk time in the vehicle of work in order to get paid later.

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But it's fundamentally just money versus risk and how that gets shifted over time to the

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ultimate expression which is you take no risk and you get paid up front versus you take

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lots of risk and get paid later.

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And everything in between is just little myermarkers that I like to use as examples.

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But for us as entrepreneurs, I would love to see how can we model the companies and

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establishments that have been here for millennia, for hundreds of years or thousands of years?

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And how can we apply that to our businesses because they've clearly been able to stay around

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for a significantly longer time than the vast majority of businesses do?

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Like as crazy as this says, if you look at the S&amp;P 500, I think there's two companies

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that have been around a hundred years, I think it's GE and Ford, right?

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That's it.

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That's it.

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Everything else, booms and then busts, it disappears.

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And what's fascinating about the US is that we always look at fastest growth, we look

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at biggest as metrics.

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But if you look at different countries like Japan, for example, their determination of what

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a valuable company is, it's all about endurance, it's about outlasting.

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They brag about companies that have been around for 50 years, for 100 years, et cetera.

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And they do have many companies that have been around for very, very, very long times,

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third, fourth, sixth, eighth generation type businesses.

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And it's because they think about business differently.

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And I think that, and typically they have a significantly different view on growth and

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risk, which is if there's the possibility of going to zero, they will not do it, right?

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Whereas in an American company, we tend to value kind of rapid growth significantly at a

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higher premium than other places.

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Now, now withstanding our economy growth faster than there does, and they also have population

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dropping issues.

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So I won't even get into that.

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But the takeaway for me is that I want to, at all times, position myself like the royalty

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of old, like the insurance companies, like the government, whenever I can, so that I can

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take as little risk as possible, get paid upfront off the top, and do that as fast as I can,

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and ideally do it as many times as possible.

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And if there's a way to guarantee those things, all the better, aka collateral.

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The collateral for government is that they throw you in jail because they have a monopoly

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on violence.

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And the collateral for banks is they take your stuff.

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The collateral for insurance, really interesting on this one, is actually the money you already

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gave them and the risk that they're able to calculate.

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So kind of fascinating there.

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But anyways, this was just a Sunday thinking chain that I thought to me was worthy of

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sharing with you all because I think every, every business could improve by simply saying,

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how can I shift from where I'm at to the other side a little bit more?

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And just a nudge could have a traumatic shift on how durable the business is.

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And at the end of the day, I think the point of the business is to stay alive and fight

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another day.

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And so the more we can do that, the more we win.

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Appreciate you all, and I'll see you guys in the next one.

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Bye!
