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If you're unsure or you're uneasy, you get one of these like tiny like I'm just not sure if I'm

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going to do it, don't do it. I'm telling you like there are so many reasons you should not do a deal.

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You should be saying no way more than you should be saying yes.

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The wealthiest people in the world see business as a game. This podcast, the game is my attempt at

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documenting the lessons I've learned on my way to building acquisition.com into a billion dollar

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portfolio. My hope is that you use the lessons to grow your business and maybe someday soon,

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partner with us to get $200 million in beyond. I hope you share and enjoy.

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I'm going to talk about the 24 rules of investing. These are all structured as if

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then statements. The reason they're structured that way is that we make many decisions,

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countless decisions every single day. The idea is that if we learn a principle,

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then we can continue to use that winning principle over and over again. We don't look at the

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principle in the micro, which means you could not make an investment and it could blow up.

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But the question is, if I had made that same decision-making process over and over and over again,

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would I over the longer term have made more money? The reason some of the greatest investors

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publish books about their principles is because they know if people make the right decisions,

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they get the right outcomes over a long enough time horizon. These are the 24 rules of investing

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that I have gathered over my career. If you don't know I am, my name's Auction, I'm across

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$100 million net worth at $33. I make these because I hope that if you have a $3 million

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to $100 million company, you'll ask us to invest in it and we can hop and grow. Other than that,

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it's just free. Enjoy it. If you can't buy it twice, don't buy it once. This is a principle

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around sizing how much you're going to put into something. If you can't buy it twice and

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realistically, probably three, four, five, six times, don't buy it once because it means you're

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probably taking too big of a chunk out. When I got into investing in general, I used to think like,

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oh, I'm going to put like a third into this and they're like, no, like your biggest allocation

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might be 10%. I was like, oh, so it takes a totally different frame of mind. So the principle is,

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if you can't buy twice, don't buy it once. Two, if you're worried about it, you can buy insurance

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for it. So there is unlimited insurance products. There are so many insurance products under the

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sun. You'd be amazed at what you can buy insurance for. And so, for example, people are like,

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I'm afraid of running out of money. You can literally buy money for the rest of your life. You

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can literally give money and they will have a guaranteed income until you die. Like, there are

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things that people don't know exists. There's called annuities, right? If you are afraid that

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certain person's going to die, you can get insurance on that person. Like any type of scenario,

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like what if I lose my arm? Like surgeons can get insurance on their hands because if they get an

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accident, they get you surgery. Like you can get insurance on anything. And so if you have a specific

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concern, you don't have to get crazy about it just by insurance for it and know that it's covered.

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If a deal feels like a grand slam, get a second opinion. And so whenever I'm looking at something

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and something looks amazing or whatever, I automatically send it to other people because it means

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like I must not be seeing something like I need someone else's eyes on this. And so it's a good,

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easy decision making rule for yourself for investing. If you don't know how you can lose money,

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don't do it until you do. So you have to figure out how you're going to lose money. Like there's

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always a way to lose money in the deal. And you not only want to find a way to lose money,

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but you want to find all the ways you can lose money in the deal. And so if you don't know any,

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you definitely shouldn't do the deal until you know most of them and or all of the ones you

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possibly think you can now, right? We're always controlling for the unknown or the unknowable. But we

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want to minimize that to the highest degree possible. So if you don't know how you can lose money,

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don't do the deal until you do it. If it feels rushed, don't do it. And this is one of the biggest

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ones that has served me in my life because what happens, a lot of people will try and apply pressure

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to you. They're trying to say like, Hey, do this deal. Hey, give me this money. Hey, can you let me

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this thing ball ball, right? And they and the more money you have, I promise you, it doesn't stop

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and it gets the pressure gets bigger. And so if someone tries to pressure you, pause, right? And if

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anything, if someone tries to pressure you, just don't do the deal altogether. So if you feel rushed,

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don't do it. It's one of the easiest things that saved me so many mistakes in my life.

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If you only have one deal in the table, don't do the deal. Always have backup deals. And the

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reason for that is like, imagine you're dating, right? And there's only one girl on the planet.

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Well, you're going to find a way to think that that girl and if, you know, your gender's

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reverse flip it, right? Or your preference is rough, whatever. You know what I'm saying, right?

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If you want to bang somebody, if there's only one person on the planet, then you're going to find

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a way to make that work, right? And so it's kind of the same thing with deals. Like if you only

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have one deal on the table, you're going to keep telling yourself like, man, maybe this is a good deal

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because you have nothing else to compare it to. And so the idea is you always want to have a

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plethora of options to choose from. And until you get those many options to choose from,

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don't move forward because what happens is you artificially make that girl look a lot better,

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or that person or that deal looks a lot better when there's nothing else to compare it to.

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If you buy with the intention of selling, you're not investing, you're trading. And so a big

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thing that everyone like I hear people, especially in the younger community, they're like, I'm an

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investor. It's like, well, if you're, if you're buying with the intention of selling, you're,

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you're trading, you're transacting. You're really just running a business, not investing.

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Investing is about very, very long time horizons, just sometimes it's harder when you're

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longer to even imagine a longer time horizon. But it's also the reason that there's not like

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many legendary investors who are in their 20s. And so part of that is because it takes time time.

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And so the idea, though, is this a mindset shift in terms of decision making, which is if you're

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going into something with the intention of selling it, you're not investing, you're trading,

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you're transacting. And it's just a different shift. And then it's a whole different set of rules.

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Where you get in trouble is where you're trying to apply business stuff to investing versus investing

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stuff or investing stuff to business. Like they are different skills, which is why investors

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aren't necessarily good at business. And a lot of business people are necessarily good at investing

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because they're completely different skill sets. Now, there is crossover. There is time where

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there are benefits of principles. But overall, they are, they are different skills to master.

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So this comes into play. You have a partnership. If we don't agree, we don't do it. So this has saved

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me so many mistakes. I'm usually the yes man in my partnership. So I'm always, I'm tend to be

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more optimistic. I tend to, I tend to see more upside and less downside. And most entrepreneurial

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people are that way because we have to be because we have to, because if we actually focused on the

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likelihood of success, which is usually low for most entrepreneurial things, you would never get

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started. And so you have to have some proclivity for being a little bit overly optimistic, right?

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And so it's good to have a partner who balances that. But be, if you have that partner who

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balances it, they actually have to balance it. If they're just a yes man and they always like

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bend to your will, then they're not actually providing value. Like there's a recent yin and yang

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are equally weighted in the, in the symbol, right? And so if you don't agree, don't move forward.

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This has been something that's been really valuable for my life and for business partnerships in

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general. Like I don't strongly remember, even if I have decision making authority, I still won't

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move forward until we agree. And as a tangent into marriage stuff, we get asked this all the time.

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They're like, well, you know, push comes to shove and you both don't, you know, like somebody has

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the upper hand. Honestly, no, we keep talking about it too. We agree. Like we just keep, we don't

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make the decision until we both agree. And it's been one of the earliest pieces of advice we got

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and it's woman, one of the ones that paid us the most dividends. If it's complicated pass,

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if it feels above your head, it probably is. And so one of the things is that people want to feel

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fancy. They want to get into the room. They want to do, they want to do these deals. They want to

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get into the complex stuff. But if you don't get it, you're going to get fucked. And if you pretend

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like you do, you're double going to get fucked. And so the idea is, if you don't get it and it's

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not simple to you, it's probably because you don't understand it well enough. But if you don't

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understand it well enough, it's very high risk, right? If you have complete understanding of

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something, the risk goes down because you understand the variables. And so if you're barely

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catching on, you might as well be gambling, right? Which is not the way to invest.

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FOMO means slow down. All right. So if you feel that emotion, you're like, I'm going to miss out

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on something, slow down. All right. This is a decision-making variable. When you feel that

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emotion, slow down. Again, these are, these are principles. If you just, you start flexing these

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like muscles, you do it. And if this, then that, if this, then that, and then it preserves your

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ability to make better decisions over time. And if you apply all of these things to all the

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decisions you make, you will have outsized returns over a longer time horizon. No diligence, no deal.

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All right. So if someone's like, oh, I don't have a lot of diligence. They don't send you to Packard.

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They don't send you enough information on the thing. And they still expect you to invest in

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something. And when I say invest, doesn't have to be formal investing. Like it can be like buying

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into something. It can be buying, like you're buying anything. It's really a purchasing decision.

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If you don't get the information you need to make the decision, you don't make the decision.

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And I know this sounds ridiculous, but many of you do this, right? You just go off the hype.

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You go off of an email or phone call or, you know, whatever. Like get the information you need.

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All right. And if you, if there's no diligence, no deal. Right. That's the way it works.

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And if you miss out on something, because you didn't do diligence, remember that there were

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nine other things that you also didn't do that you would have lost your ass on. All right. It's

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using these principles over many decisions over a long period of time, which yields the return.

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No model, no deal. And so what that means is if someone doesn't send me like their proposal for

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how something's going to grow or how something's going to improve or how they're going to add value,

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then there's no deal. Right. I don't want to hear a story of it. I want to see the math behind it.

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I want to see the projections. And then when I look at those things, I can make the decision like,

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is this reasonable? What assumptions are this based on? Do I think those assumptions are

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reasonable or probable? And what information can I bring to this decision? What are the things

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that need to believe that have to be true for this to occur? Right. And so then you can actually,

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you can be more objective about the decision rather than just like, yes, if I multiply a hundred

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by a thousand, it's a million. Ah, you know, whatever, a hundred thousand. You get the idea,

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right? Is that like if there's no model, no deal. If someone's non-responsive in the deal process

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or slow to respond, no deal. Reason for that. Communications, one of the most important things when

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you're doing any kind of business in general. And I judge someone very quickly on how meticulous

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they are in their responses and how quick they are to respond in general. Now, if someone says,

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hey, I received your email, I'll get back to you in two days and then they get back to me in two

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days, that's fine. It's about expectation setting and expectation meeting. Right. What's not good

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is either of these scenarios, either the person doesn't respond, right, or takes a long time to

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respond, or they say, I'll get back to you tomorrow and then they get back to me two days later.

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Right. I expect, especially in this process where I'm just getting to know you, that what you say

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is going to happen, it's going to happen. And it's one of the easiest ways to build a reputation is

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do what you're going to say, say what you're going to do. And if someone's not doing that with you,

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don't do the deal. If it costs peace of mind, don't buy it. So if anything costs me my sleep or

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something that I'm worried about as a result of me making an investment or purchasing decision,

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I don't buy it because the cost is too high. Right. And so you think about this over a long time,

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Ryzen, like you can't absolutely sell your peace of mind, but it's probably not worth selling.

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Right. So don't, don't buy something that causes you to sell your peace of mind.

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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.

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And so the only ask that I can ever have if 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

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

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leave a review, take 10 seconds or one type of a thug that would mean the absolute world to me.

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And more importantly, it may change the world or someone else.

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If it doesn't build your reputation, don't do it. No neutral moves. So this is one that I've

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adopted more recently. But the idea is your brand personally, your reputation is the one thing

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that you take with you forever and you absolutely can lose it and it can be irreparably damaged.

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Whereas your money you can recover from. And so the idea is I made this rule for myself also

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because it makes it even easier for me because it's not I don't want to hurt my reputation.

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It's only do it if it builds my reputation. No neutral moves. And so what happens is when we do that,

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we continue to reinvest in our reputation in our personal brand, which gives us compounding

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returns over our entire lifespan in terms of relationships, in terms of literally financial

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returns in all other aspects of life. But no neutral moves. Only invest if it builds your reputation.

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If it doesn't build, don't do it. No track record, no deal. Pick performance over charisma.

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All right. And so a lot of times people are trying to get their start, whatever. The thing is just

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like they're probably going to get somebody to say us. It just doesn't necessarily have to be you.

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Right. And so big track record over performance. And this comes also for like hiring people.

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It comes for investing in deals and doing transacting with people in business like for vendors,

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whatever it is. The best predictor of future performance is past performance. As much as people

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want to be all hand-waving, they want to show you some crazy graphs and whatever. Like sure,

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they have a model. Fantastic. Other allow us to do deal. It's great. Oh, they're being very

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responsive. Phenomenal. But if they have no track record, might they be successful? Yes.

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But if I invest in every deal that doesn't have track record, is that a good way to invest?

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Probably not. And so like Napoleon like to say, I'd rather have lucky generals.

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Someone's going to probably do their deal. Doesn't have to be you. And then if the deal does crush,

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then they're going to do another deal. And you can get it on that one.

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If it's the same thing you've always done well with, do more of it. And so this is one of those

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things where we as humans are entrepreneurs, we like having variety, right? We like trying new

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shit. But the thing is that a lot of investing, a lot of compounding comes from doing more of the

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same thing. And so it's like, hey, man, I've done three hard money loans and they've all been

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awesome. It's like, well, then you should probably consider doing a fourth rather than starting

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to get into crypto day trading. You know what I mean, which is obviously not investing. But like,

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what happens is you start to build your own track record, right? And so when you have a track record,

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you have your own performance. And so you can start looking back over your shoulder and be like,

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okay, let's look at all the things that I've done. These have been the things that have worked well.

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Maybe I'm better at this stuff or maybe I have more insight into these things that I think I do.

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Now, mind you, don't get hiring your own suppliers or thinking that you're smarter than you are,

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which is not a good idea. You might have also got lucky. But again, I'd rather have lucky generals.

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And so if I tend to be a little bit luckier on this side of the board, then I'm going to play on

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this side of the board, right? And so that's the idea. Once you find something that you start to get

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good at, do more of it because the thing is is that your luck will improve the more you do.

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Always under borrow because any number, no matter how big it is, multiplied by zero is still zero.

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And this is something that I tend to be very risk-reversed when it comes to debt,

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all right? Because it's called leverage on the way up and it's called debt on the way down,

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right? And so the idea here is that debt introduces risk into any equation, right? And risk,

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if multiplied over a long enough time horizon, will occur, right? The downside will occur.

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And so the idea is, if that's going to occur over a long enough time horizon,

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and I am going to get multiplied by zero, that is probably not the best idea. And so if you are

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going to borrow, then under borrow. So even though you could juice your return by getting more,

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remember that there is a likelihood over a long enough time horizon that if you overjuice on

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a consistent basis, you will get zero. So again, this is a principle in thinking, okay, if I get,

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for example, a 30% return on my stuff because I juiced it by taking on extra money to get better

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returns on my initial capital. And I do that on 10 deals. Maybe nine of them, I do get 30%,

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but then if I do it on the 10th deal and lose it all because this is a principle of decision-making,

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then I go down to zero. And that sucks, right? And so the idea is always under borrow. And if you

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always under borrow, then you won't make as much money, but you won't lose it. And that will allow

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you to continue compound over time. So this is an important one. Ask stupid questions, define terms,

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draw pictures, see examples. And if you can't draw it back, you don't get it. And so one of the things

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that I think about a lot is I want to understand everything that's in front of me as much as I possibly

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can. And especially if you're getting into these things, there's probably a lot of stuff that you

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have no idea what it means. All right. And you know what's crazy? Most people don't even know what

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they're saying. Most people don't even know how to define the words they use every day. All right.

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And so having a definition of terms is useful. And if someone else is across the table for me,

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don't pretend like you know what they're talking about because they might not know what they're

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talking about. Be if they do know what they're talking about, they know if you don't know what they're

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talking about. And I start every single call when somebody's going to bring me something. I'll be

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like pretend I'm a golden retriever that doesn't speak English. All right. It's like walk me through

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this. And if you set that frame at the beginning, usually get a laugh, but you also just say like,

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this isn't my game. And on the flip side, there is no advantage to somebody thinking you know more

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than you do. None. But there is advantage just to you knowing more than they think you do.

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Right. And so always play the fool because there's oftentimes you won't be pretending to be

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posturing and you will learn because even if they tell you stuff and 80% of you already know,

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the 20% you didn't know, you still get better from the conversation. And it allows you to ask obvious

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questions. But oftentimes the obvious questions is where like the lies or the bodies are buried

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underneath. And if they start struggling to explain it to you, it means they also don't understand

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it well either. This is for my richer friends. So once you have 10, 20, you know, 30 million

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and investable assets, one of the things that I got from mentor of mine, he said, if we're not in

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the GP, we're not in the deal. So one of the best pieces of advice that I've gotten, which is like,

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if you're able to write bigger checks, then just say I want a part of the GP or I only do deals

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over part of the GP. And when you do that, you start getting parts of the GP. And so like now,

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for example, Laylon, I only write, like we're only going to write a check into something that we

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are a part of the GP for it. If you're like, I don't know what the GP is, then don't worry about it

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because that probably doesn't apply to you. All right. And so it's general partner and limited

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partner. The people with general partners are basically the people who run the things that get an

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extra slice of the pie versus the limited partners who actually invest the money. And so if you're

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putting the money in only, but if you write a big enough check, you can also negotiate in a slice

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of the GP, right? And so you can make that as a rule, which I have, right? Which is like, we only

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do deals were a part of the GP because I want to make sure that we have a part of the people who

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were really running this thing. If it's a bad person, it's a bad deal. I mean, Layla has an

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impeccable people picker. It's unbelievable. Like she can, she's never been wrong. My entire

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relationship, she's never been wrong. And it's why I've been wrong all the time. I'm like,

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this guy's great. You know, that's not, but like again, I'm a rose colored glasses guy.

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Layla's never been wrong. And it's freaky, actually. What we have learned is that like bad partners

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doesn't matter what the paper says because a bad person will always try and find a way to fuck you.

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And so it doesn't matter what it is, even if everything's great, they will try and find a way

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to fuck you. And so if you're unsure or you're uneasy or you get one of these like tiny like,

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I'm just not sure if I'm going to do it. Don't do it. I'm telling you like there are so many

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reasons you should not do a deal. You should be saying no way more than you should be saying yes.

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No contract, no deal. But live in the world as though there were no contract. This is a really

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important one for me is that earlier on in business relationships and employee relationships,

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I used to just be like, I, you know, I heard that if you just have a handshake, that's what matters

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more. Dude, it's a, it's a different time. All right. You got to have contracts for everything.

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And the important thing here is that contracts serve the purpose of setting clear expectations.

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If you're like, I don't want to go through this. It's going to like lawyers. It means that you're

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not willing to confront hard conversations. What happens if you lose all my shit? What happens if

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you don't do what you said you're going to, what happens if I don't do what I said I was going to

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do? What happens? You got to walk through that. If you can't walk through in the beginning,

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you're definitely not going to walk through it when it actually happens, right? So be able to get

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through the uncomfortable conversations early so that when shit does happen, you actually know

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what the actual terms are like, what are the, what are the stakes, right? And anyone who says,

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I only do handshake deals, I don't, I don't do contracts, run the other way, run the other way.

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Every single person who is talking to me that way has been a fucking crook. Like every one of,

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like not, like not once has someone approached me that way and they not be an unbelievably shady.

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So like, please, I mean, don't trust me, do it everyone. But like, if there's anything you can

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get, if someone says like, I don't believe in contracts, be like, I don't believe in dealing

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deals with all contracts. Sorry. Like clear expectations. Good. The contract is only worth

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the signature that signs it. Okay. And there's multiple levels to this. One is that if someone's

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personally guaranteeing something they have no assets, it's not really guaranteed, right?

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They're guaranteeing against nothing. But more so, it's the reputation, right? Of the person

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that you're doing business with. And so on the flip side of that, if you were the one people

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are doing business with, I like to pretend like the contract doesn't exist. So you absolutely

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want to be clear when you're writing the contracts and when you're talking about the terms and

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like, what happens if this happens? What happens if this happens? Like you want to be really clear

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about all that stuff. But I want to exist in a world that I'm not in litigation all day.

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I want to exist in a world where I'm always way above my contractual terms. And I exist in a way,

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like even if someone's committed, for example, to, let's say I have a services relationship that's

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a year long, whatever, I want to mentally think even though they've committed to a year because

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that's where the economics of the business makes sense that I'm going to pretend like I'm only

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week to week. Like they don't have to pay me next month. And so if you, if you go on the defensive

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when you're contracting, but you go on the offensive when you're in delivery, you kind of get the

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best of both worlds. And this has been something that has served me in so many parts of my life.

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It's like, be defensive on the contract in the terms. That's important, right? Like you want to make

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sure that the eyes and dives are crossed. But then as soon as that process is over, live as though

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this doesn't exist and the person could leave whenever. And that has served me incredibly well

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in my whole life. Live as though the contract doesn't exist. Negotiate it as though it's the only thing

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that matters. But then after it's done, it's done put it in a shelf and like you never look at it

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again because you want to live as though you're doing this only off of goodwill. And if the spirit

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of the original agreement continues to be maintained, then both of you will continue to try and

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act. The contract is only for when someone doesn't stick to their terms, right? So live as though

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it doesn't exist.
