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I think that in order for us to walk the middle path in life, we have to achieve mastery

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over the thing before we can truly master it and give it away.

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And that's how we can eliminate the diet for the thing, because we truly know what

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it's like to have it.

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And then that means we can truly know why we don't need it.

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The wealthiest people in the world see business as a game.

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This podcast, the game, is my attempt at documenting the lessons I've learned on my way to building

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acquisition.com and to a billion dollar portfolio.

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

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with us to get two hundred million dollars in beyond.

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I hope you share and enjoy.

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It was for all my friends who were doing, you know, one million, three million, five million

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dollars a year and who come to me and are always like, man, I want to challenge.

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This is so boring.

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I want to do something new and exciting.

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And so let me tell you a story about my neighbor.

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And so my neighbor had a trash business, a trash collection business about as boring as

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it gets.

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And he sold his business a few years back for a lot of money.

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I'll just put it that way.

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And I was walking one day and he was like watering his lawn and I was like, hey, man, you

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know what's going on?

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And he said, I just got out of my non-compete and I was like, oh, that's awesome.

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So, you know, what are you planning on doing?

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He was like, well, I plan on doing the exact same thing again and I was like, wait, what

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do you mean?

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He was like, well, I plan on starting another trash business and selling it right back

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to the guys who bought my last one.

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And I was like, what?

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And like, he could tell that I was kind of like confused by this and he was like, he's

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like, why would I learn something new?

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He's like, I already know everything about the trash business.

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He's like, I'll just do it again.

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And I, and it just, it just really hit me because I was like so many entrepreneurs, myself

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included, right?

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And I made this mistake so many times early on in my career.

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We desire novelty.

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We desire challenges.

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We want growth, right?

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But the thing is that we think growth means new when I think that a lot of times we could

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redefine growth as meaning we develop the character traits to be able to persist and

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continue to do the same things over and over again, right?

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You don't, you don't see these real estate moguls, for example, being like, man, I've built,

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you know, $20 million in real estate, I kind of just need a challenge.

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I'm going to start, I'm going to start a restaurant, right?

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They don't do that.

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I mean, think about how stupid that would sound to you.

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You're like, dude, you're so good at real estate, just keep doing real estate, right?

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But I see this, especially in the marketing community more than anything, is this need

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for constant change and growth and challenge, right?

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But I think you need to redefine the challenges.

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This is becoming hard for you because you're getting bored.

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So the challenge is learning to A, be comfortable with boredom or B, not need it.

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Because the business doesn't exist to satisfy our internal deficiencies, right?

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That's usually the most of us build it.

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We're insecure, we need connection, we need, we want status, right?

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These are all the things that we build our business to solve, but our business doesn't

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actually need to solve any of those things, it just needs to provide value to the customer.

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And then we try and extrapolate our, or project our own needs onto the business, and

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instead of doing, break our businesses and make the wrong decision.

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And so let me tell you a different story.

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So I've had one, two, three different guys tell me in the, in the internet marketing

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space who I say one's doing 15 to 20 million, another's doing about 10 million, another's

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doing about 10 million a year, probably in the neighborhood of like three-ish million

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profit per year around there, three to five.

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And so each of them on their own reached out to me and said, hey man, I think I'm

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going to start a software company because I'm not, I'm not challenged enough doing this

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anymore, right?

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And I thought about that, and I just thought how kind of hilarious it was.

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It's like, I've risen to the top of my game, I'm bored doing what I'm doing.

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And so I'm going to stop doing this, and then I'm going to enter a new arena where

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everyone else has been doing that for 10 years, and there are other kingpins in that arena.

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And I'm going to try and relearn everything from ground zero, and then try and beat them.

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Now here's what's interesting, right?

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Here's what's crazy.

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If you were to, let's say, make $100,000 a year in your business, and you decide that

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you're going to be a true entrepreneur, and it means you're never going to quit, and

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it means that you're going to continue to do business for, you know, 40 years or whatever,

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right?

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If you were to gain at the same pace as the marketplace, which by the way, when you're

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smaller is really easy, right?

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It's 10% a year.

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If you were to grow by 10% a year, by the end of the 40 years, you would have a gazillion

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dollars, right?

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But most people are always trying to beat the market when in reality, if you just match

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to the market, you would become extraordinarily crazy wealthy at the end of this game.

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But because we are so frenetic and we have these insecurities that we project on our business

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and then force our business to solve our own personal issues, we end up breaking the thing

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that is actually working just fine because we have these interpersonal needs that we're

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trying to satisfy.

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And this was very hard for me to learn.

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I'm saying this because for me, this was a mistake that I made over and over again, probably

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for the first four years of business for me, I tried to make my business solve my personal

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problems when it really just needed to solve my clients problems.

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And I needed to do with my own personal stuff, right?

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And so one of the things that I wanted to give you was the ways that I create challenges

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for myself within the business, without destroying the business, all right?

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So let me give you two different things that have been complete lifesavers for me.

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So I have desires for innovation, I have desires for new things, right?

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And so where to channel that is not to create new businesses.

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Where to channel that is to create new friends or new back-ends, meaning like how can I

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change the hooks, how can I change the creative, how can I change the ad ideas, the marketing,

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the front ends that bring people in because the more variety I have there, the more different

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types of avatars I'm going to attract and ultimately grow the business.

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So you can use that entrepreneurial ADD, but use it in a way that's going to serve you,

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right?

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And serve the business without, rather than breaking the business, right?

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Whereas if you start creating more businesses to satisfy your ADD, then what ends up happening

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is, well, you know, you have lots of businesses and you don't have any money.

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And so that's the first thing.

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The second thing that I do that I want to walk you through is understanding constraints,

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all right?

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And so one of the lessons that I've learned over the last 12 months is multiple metrics

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for success.

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And so I'll dive more to that in another, but basically for a very long time of my life,

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the only metrics for success that I had was how much profit and how much increase in

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that worth I had at the end of the year.

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That was it.

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So I cared about it.

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And I think that as we've gotten to the point where like an increase in that worth, the

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marginal utility of more money, meaning like the amount of extra good that I can purchase

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or that more money can purchase me is very, very little, right?

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There's nothing that an extra $10 million or an extra $50 million is going to purchase

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me that the first, you know, 50 isn't by me, right?

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There's nothing, right?

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There's nothing that I can't already get, right?

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And so when you think about things like that, right?

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What it forces you to do is create different ways to win, right?

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Because it's a game, right?

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If you're entrepreneurial, then you should, especially if you become more successful, you'll

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see it as a game, right?

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And so you have this game that we're playing and we have these metrics for success that

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originally are just increasing that worth, right?

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But then you could say, can I increase my net worth and have a good marriage?

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Can I increase my net worth and be in shape, right?

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And so one of the constraints that I'd like to offer you is a challenge to give to yourself

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so that you don't get bored in the business that you have is a constraint around time,

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right?

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And so that was one of the things that I did in over the last 12 months was like, okay,

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I want to build something that does a billion dollars a year in revenue, which is the goal

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for the portfolio.

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And, transparently, we're not there, you know, we're at about $85 million a year across

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our portfolio.

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So we're still a little short, but it's a good thing to focus on.

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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

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anything.

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So I can only ask that I can ever have your guys that you help me spread the word so

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we can have more entrepreneurs, make more money, feed their families, make better products

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and have better experiences for their employees and customers.

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And the only way we do that is if you can rate and review and share this podcast.

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So the single thing that I have to do is leave review, let's take 10 seconds or one type

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of the thumb, it means the absolute will to me and more importantly, it may change the

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world for someone else.

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Now the thing is, is that I don't want to make the way that I have to make that is

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I'm not going to outwork to get to a billion, right?

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You have to make good decisions and you have to let compounding work in your favor, right?

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Because if we have the 85 million and we grow by 10% a year, in, you know, 20 years

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will probably be there, right?

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And so, well, let's see, a doubling would happen every seven years.

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So 21 years would be double, double, double.

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So that would be two, four, eight.

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So eight times 85, no, we'd still be, so we need another doubling.

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So we'd have to be like 28 years from now, we could be it.

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If we just grow at the market rate, which is pretty encouraging, I think, because I think

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we can beat the market rate.

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But anyways, the point is adding constraints makes the goals far more interesting because

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I think the first level of achieving any goal is learning how to sacrifice everything to

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achieve the goal, which I think candidly, I don't know many people who are super successful

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who haven't done that.

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You have to be able to put everything you have on the altar of success and sacrifice it

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for what you want.

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Some people may not like that idea and that's fine.

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I don't, I just don't know people who are ultra successful who have done that and the

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reason they are willing to sacrifice everything is because the deficiency they have in their

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soul is so great that the pain they're suffering from is like for not having the thing is

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so great that they'll put everything else on the altar for their success.

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And I know that I did that firsthand.

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And so I remember even when I was growing, growing into this entrepreneurial role that I

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didn't tell myself, I'm going to outwork everyone because I didn't even think that was realistic.

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I said, I will out-sacrifice everyone.

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So one of my competitors are going out to dinner, one of my competitors are hanging out

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with their kids, my competitors are hanging out with their wives or being good husbands.

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I was like, I will get ahead.

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That was what I told myself.

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It worked.

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But at a certain point, and this is why multiple metrics of success are important, the

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new goals that I'm setting have constraints on it because anyone can just sacrifice everything

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to get what they want.

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But the question is, can I build a billion dollar a year revenue portfolio working two

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or three days a week?

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And can I do that also while being in competitive, you know, competitive shape physically, right?

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And working out one to two hours a day because I like it.

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Can I do all of those things?

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And so this is kind of the new levels of challenge I'm doing rather than trying to break what

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I have and going doing 10 other new things, it's like, can I add constraints to the existing

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game to make the game more fun for me without breaking the machine?

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Because ultimately, like, the machine doesn't exist to serve me, it exists to serve the

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customer.

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And making sure that I don't conflate those two things has been a very valuable lesson.

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And so, you know, one, in the very beginning for me, I'll tell you this story, when I started

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the first time where I really saw success was when I learned how to sacrifice, I was saying

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sacrifice earlier.

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So I'll tell you how I actually learned how to do this.

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So when I was in college, I ended up pledging a fraternity and it was a very hard, pledging

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process, hard being like time consuming, right?

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And I think we had to basically every hour of the day, minus three hours and minus class

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time.

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So we had three hours study hall and we had whatever our class time was, all the rest of

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the time we had during the day, we had to be at the house and doing chores and stuff.

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And so that was pretty miserable and that wasn't like, you know, a ton of fun.

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What ended up happening was I ended up getting really good grades that semester in college.

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And it was because they forced me to do three hours a day, every single day of homework.

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And if you do three hours a day of work every day, and this is what I realized in college,

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there's the days that you don't have work to do.

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If you still work three hours, you get ahead on a future work.

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And so I realized that for only three hours a day, if I just did that, I would, I think

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that semester got like a three, eight, three or something like that.

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And so what I did after I finished pledging was I realized that all these extra hours of

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the day were mine.

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And so what I did was I was like, well, if I can just study all the rest of the hours,

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then I should do really, really well.

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And that ended up being a really good methodology was I just sacrificed all of my day.

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So I basically went to the gym, went to the library and went to class.

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And that was it.

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And I, that was it.

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I never worked past 9 p.m. and I went out almost the nights of the week.

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But by always doing it that way and not wasting my time, I ended up doing really well.

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And it was the first time I ever learned how to sacrifice everything, which was everything

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else.

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I just didn't do anything besides workout and go to class.

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Like that was it.

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Throw on day.

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And so when I started applying that same kind of concept to business, it was actually fairly

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easy for me because I was so used to sacrificing everything.

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I just switched over what I was sacrificing for.

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And I think that you have to learn how to sacrifice first in order to learn how not to sacrifice

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later.

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Right?

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Because a lot of people were like, well, I want to achieve the success you have or whatever,

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but I don't want to sacrifice X, Y and Z.

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I just, I think you can say that.

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I just don't know anyone who's done it.

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It's kind of like saying, I want to get over the whole that money has on my life except

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I haven't made any money.

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I think you have to achieve something before you can give it up.

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Right?

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I mean, Buddha, who, who gave up his, his worldly riches, like he talks, you know, he,

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he walked the middle path because he had been extremely wealthy in a prince and then

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given it all up and lived as a poor person and then walked the middle path.

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And so I think that in order for us to walk the middle path in life, we have to have

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achieved the thing in order.

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We have to achieve mastery over the thing before we can truly master it and mean and give

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it away.

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Right?

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And that's how we can eliminate the desire, desire for the thing because we truly know what

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it's like to have it.

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Right?

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And then that means we can truly know why we don't need it.

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And so I think that's, I know it's it didn't mean to get 100% business philosopher on

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you, but that's, that's kind of where I think this goes full circle.

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So big picture here, multiple metrics of success, don't change your business just to challenge

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yourself.

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In new ways to either create front ends or new product lines or things like that within

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your business that can satisfy your ADD.

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And if neither of those things are what you want to do, then just use constraints to create

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challenges in your own business that improve your life in other ways, right?

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And you can always go back to my neighbor, the guy who sold his business for trash, his

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trash business for a lot of money and, uh, and just say, he's like, why would I learn

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another business when I'm already really good at this one?

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He's like, I'd have to learn everything from ground one.

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He's like, that just sounds hard and stupid.

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And I couldn't really argue with the wisdom of that advice because he doesn't use his

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business to satisfy his interpersonal desires.

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He uses business to create well, which was the whole point.