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Most of you are welcome to part two of the podcast that I did with Tanner Chitester.

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On this podcast, I was talking about how do hard customers profitably and the formula and mindset

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and models that I use to do that in every business that I have encountered to date.

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I hope they serve you as much as they have served me.

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If you can actually just narrow it down instead of making it faceless like everyone's opinion,

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but like who's that one person who's opinion you care about, then it's asking a more pointed

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question which is like, is my opinion of what my father thinks of me more valuable than what I

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think of me. Welcome to the game where we talk about how to get more customers, how to make

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more customers, how to keep them longer, and the many failures and lessons we have learned

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along the way. I hope you enjoy and subscribe. Your business is a thing that impresses me the most

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is the fact of how much scale you've had with essentially not maybe wrong, but in your portfolio,

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I still believe you don't run hardly any apps. That's accurate, right? Overall. That is accurate.

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One of the companies runs a lot of ads, not too much, different components.

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One that I want to say. To me, that's the most impressive and the reason is I thought my profit

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margins were high and then I heard cheers and I go, well, shit, I guess if I didn't run ads,

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they'd be that high too. Then what impresses me further is the amount of scale. When you're starting

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these businesses, did you just figure out a formula and then you make sure these businesses fit

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that formula or did it just so happen that you'd start a business and you're like, how can we get

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these leads without paying for them? I think it's both those thought processes, honestly.

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In terms of the checkboxes for business, I have five that I look at. It's my little

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moniker. It's unique, expensive, sticky air and managed with a person of integrity who is a long-term

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mindset. There's the five things on Packer Oakback. Unique is something that we have a unique thing

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that only we can do that we have a unique, and it might not even be the thing that's different,

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but do we have a unique story that can still differentiate us? For me and Jim wants, there's

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nobody who's had as many Jim's as I have or who did two years of turn around. That's a unique angle

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that I know that I'm better at. Expensive is going to be just a function of pricing and it's more

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than it is expensive in an absolute terms. What is the gross profit of the business?

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Which has a function to do with the second thing, unique expensive, sticky air and the air is

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this, the fourth thing is basically no marginal cost. How can I sell something that costs almost nothing?

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So that I don't want to have 80% or 90% margins. I want to have 97 and a half percent gross margins,

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and the difference between a 90% gross margin and a 95% gross margin business is twice. That's

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what everyone fucks up. A 95% gross margin business is twice as profitable as a 90% gross margin

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business, because it means I would have to sell twice as many units. For each increment of cost,

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I can sell two versus one, and that is why it's twice. It's not 5%, and everyone messes that up.

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So unique, expensive, sticky is how can I make it recurring and have some sort of habit forming

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component to it, and either it's recurring because of the model or because of how good the product is.

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So how can I have some element of recurring that's going to come into it, right? So unique,

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expensive, sticky air, those are the four, and then managed by someone who has integrity with a long

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term perspective. And then that way, they'll make the right calls at the right time and not sacrifice

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short term for a quick pop. And so that's in terms of like the businesses that I'm looking at.

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In terms of the question about how do we have such low ad spend related to our revenue?

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So this has been evolved over time, having spoken with all the guys I know were worth 250 million

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and up. What was interesting to me is that the vast majority of them want to do one time inputs

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with compounding returns. And so most people do the opposite. They do things that they have,

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like spending money on advertising, for example, you have to come up with a whole campaign,

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you have to write all the copy, you have to put money in it, and then it stops working eventually,

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right? And you have to do it again, and it stops working eventually. Now, I'll contrast that with,

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I'm going to write a book and it has to be so good that on its own, if I give it to 10 people,

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that more than 10 people will get it as a result of those first 10 people. So each of those 10

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people sends it to two people, and those people send it to two people. And so right now, this book

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was almost a test for me of that concept, given the book and the course, and that has actually worked.

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So I mean, one post on Instagram, and that was my promotion. I've run no ads for this book,

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and it's selling 1,000 copies a day. It's nuts, right? I mean, 1,000 copies, you can multiply the

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math, like it's a lot, right? But there's no advertising. None. And so to round that point off,

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if you look at the six ways of getting customers, right? So you have paid ads, you have urge media,

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which is the followers that we all have, right? We have owned media, which is all the people who've

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given us permission to contact them. So all of our, all of our, the followers in their inboxes,

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the DMs, et cetera, your phone contacts, CRM. And then you've got manual op-out, I know you

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know this, I'm just saying this for everyone else, manual op-out, which is the actual cold DM. So

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same concept, but we're doing it to on a 101 basis to people who haven't given us permission.

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We have affiliates, so people already have the pool of customers that we have that we can partner

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with and make a full integration to their business, and they can keep sending us new clients.

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And then finally, you have word of mouth and referrals, right? Now, if I were to ask the audience,

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right, which of those is quadratic compared to which of those is linear, which of the six is which?

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They might think for a second, because we're only talking and I can't see the comments,

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I will answer the question, right? Referrals, word of mouth is the only one is quadratic.

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So if I put a dollar in advertising and I get $10 back, then I get, then I put $100 and I get

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$1,000 back. It is linear in the relationship, right? It's a straight line. Same thing with

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outbound. If I do 100 calls versus 200 calls versus 1000 calls, and that's the same,

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same response rate, more or less, love large numbers. With referrals, if we make the product good

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enough, then I can give it to one person, and that person gives it to two, two, give it to four,

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four, give it to eight, and then it multiplies. It's quadratic, right? And so when I look at the people

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who make the most money, they spend all of their time or disproportionate amount of their time

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truly getting product market fit. And a lot of people talk about product market fit, but they don't

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actually ever achieve it. They get their idea of product market fit is that people are buying it.

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That is not the way that product market fit is actually determined. Product market fit is actually

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determined based on the fact that these customers stay and continue to pay and want to buy more.

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That's a fine product market fit. And so the idea is we shouldn't be promoting just enough

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to keep fixing the product until the product itself does enough selling force that it becomes

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a virtuous cycle. But most people just learn how to make that first dollar and then try and max out,

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and then they're really disappointed by the fact that they're not making as much money or profit

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as they'd like to make, and then also feel shady about it. And so when I look at that, if I'm trying

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to build something that has compounding returns, it's like, how can I take a one-time effort

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and really go all in on the product? I know enough about promotion now to make sure that I can get

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the first sales through. And then keep tweaking this until eventually it is good enough

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that I get an outsized return on any effort I do, and then at that point, I'll turn the other

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ones on. Because then making the advertising profitable is basically inevitable because for every

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customer getting a good one or two more customers. Yeah, the biggest lessons I've learned from you

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recently is I mean, simply, I've seen that. So I'm like, what can I do different to where I don't

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have to market? Because I can market, but I cannot outbeat that performance with marketing. And then

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also it's wrapping my head around, okay, maybe these offers, what do I have to do to change these

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offers? What new offer would I need to hit that criteria? And because I have a lot of experience,

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I think it's easier for me to wrap my head around that, but that to me is like what I've seen is

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it's like, he's doing stuff in a way where it's like, oh, it's funny, where it's like, we don't

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really have to do anything to sell this. The cold calling, especially I think, is absolutely

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ridiculous, right? That you can call someone that offers so good, you're just like, yeah,

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we'll just kind of do it with you, whatever if it doesn't want to pay us. And they're like, all right,

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we'll do it. And it's brilliant. It's brilliant. One of the questions I wanted to ask is,

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you know, in the book, and I understand this, but you said, if your company isn't growing, it's

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dying. And I think some people don't understand that they think like, well, my company's here,

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like, it's not, can you, can you give maybe an example? Because you said it really with black

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white in the book that people can understand what you mean by that statement. So if you look at the

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like the marketplace in general, the marketplace is growing at 10% of you, right? And so if you

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are not growing by 10% year, relative to the market, you are shrinking. And so that means that you

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are dying. And I use grow or die as a very polarizing term because it's memorable, right? But

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fundamentally, most businesses, if they are not adapting or innovating, we all get outpaced by

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the marketplace and then eventually vanish into nothingness. And so the idea is that we must

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continually grow and must continually innovate to keep our products sharp and top of the game.

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And have you ever had, you know, a time in your business where I finally saw it this year,

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where I feel like this was the first year where I was like, man, I got to start changing,

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or we're not going to keep going up. Have you had that happening in your business at all?

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Well, yeah, I got kicked in the notes during code because I stripped gyms. But I didn't know you,

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I didn't know you well enough then, but I remember I said in distinct prayer and I was like,

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thank you, Lord, I'm not Alex Hermosey during this.

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So yes, you know what I mean, I definitely, you know, I've definitely experienced it.

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In the book, you know, your dad questions whether what you were doing were legal, you know,

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after one of the pictures from your events. So you then initially have that support from your

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family. What would you say to people who are watching and are kind of in that same boat?

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And I see it's a lot with beginners to how to deal with that because I think it's easy to maybe say

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now, but I know when I started, I don't know how you felt, but I got very close to quitting a few

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times, which in retrospect is crazy. But you know, getting kicked in the nuts over and over is

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tough. How did you deal with it or how did you deal with it?

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Such a visual. Just getting kicked in the nuts over and over again.

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Especially you.

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So I'm briefly sure the story that got me got me started because I think it might have relevance

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because for me, the hardest decision was actually quitting my job. So that was the hardest

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decision I had to make because I was actually a very good student. I graduated from Vanderbilt,

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Magical Mouting in three years. And I got a good job as a management consultant and I got

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paid good money. And so I had I pretty much had done everything that I was told to do up to that

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point. I was president of a fraternity. I, you know, I mean, I was editor of the things like I

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did all that stuff, right? And so I'd followed everyone's path and I was miserable. And so I remember

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I was looking out on my balcony because I owned a condo in a high rise. I was 22 and I all I could

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think about was how I just didn't want to be alive. And so it was and that's why I say like a lot

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of my decisions have been in the face of my mortality because it's like apparently the only thing they

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get me to move. And so, and so one I was faced with the fact that like I was like if I'm driving

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tomorrow, I was like I could just accidentally go on the other lane and like it would be all right.

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Like no one would know, no, no, it would be fine. And I wouldn't wake up and it would be over,

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right? And so the thing is just like this kind of passive ideation was something that like occupied

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a lot of my time. And so I was like, it got to the point where I was in so much pain of just living

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this existence that I didn't want to live. That I was like, well, at least if I start a business,

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it'll be doing something that I like and I won't like I won't be thinking about fucking killing

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myself every day. And so that was really that was like was when I was faced with my mortality of like,

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well, I've got the judgment of my parents. I was like where I could die. And I was like, well,

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I guess judgment of parents is better than death. And so that was how like straight up,

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that was how I made the decision. But then even when I did make the decision, I still had the same

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level of like fear of failure and judgment. And I told you so. And I would've been right all along

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and you should have listened to me that I never wanted to hear. And so when I started the business,

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it was just that fear that I had so much anxiety every hour of every day, which is why I didn't

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take a vacation until December of 2019. Hey guys, real quick, if you're new to the podcast,

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I have a book on Amazon called 100 million dollar offers that over 8,000 five star reviews

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and it has almost a perfect score. You can get it for 99 cents on Kindle. The reason I bring it up

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is that I put over a thousand hours into writing that book. And it's my biggest gift to our

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community. So it's my very shameless way of trying to get you to like me more and ultimately make

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more dollars to that later on in your business career. I can finish the part with you. So that's my

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gift. Go check it out. Amazon and back to the show. Yeah, I can I can relate to a lot of that.

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And I remember just deeply after finishing football. That was my whole life. I just want to play

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in the league. I mean, I was an engineering class out of year left. And I was like,

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oh, this can this just is not going to work. And it really hit me because I was like,

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I was looking at that for the rest of my life. So I can 100% relate to that. I didn't even know

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that part about your story that you know. And for it to answer the question for the people who

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are struggling with like their parents stuff or their sister or whoever that person is.

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Like, I think the, because like a lot of people are like, I'm so afraid of what people think,

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but if you really narrow it down, there's only like two or three people whose opinions you actually

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care about. And maybe it's just one. And so then if you can actually just narrow it down instead of

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making it the faceless like everyone's opinion, but like who's that one person whose opinion you

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care about, then it's asking a more pointed question, which is like, is my opinion of what my

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father thinks of me more valuable than than what I think of me? And I think if you can answer that

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question, and hopefully it's like, I think what I think is more important than you can take that

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first step. I mean, I remember my dad called me, and this is after we'd probably taken home 20

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million at this point in and in this few years ago. And he was like, Hey, you might want to hear

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this. And I was like, what? I like stepped out from dinner. I was like, what? He was like, you

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ready? And I was like, yeah, he was like, I'm sorry. First time he's ever apologize. And I was like,

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for what? He was like, you know, for everything. He was like, you were right. He's like,

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but in my defense, if it had been in my time, I would have been like, are you saying sorry dad?

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Right. But I remember when he said that to me, though, that my response was I was like,

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you rooting for me now when literally everyone else in the world has already recognized that I'm good

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at this means nothing. And I was like, if I cared about your opinion, I would have never quit

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to begin with. And I was like, you know, when people can stand on stage, and the first thing they

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say is, Hey, mom and dad, thanks so much for always being there and believing me. I was like, I'm

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not going to fucking say that because you weren't. And I was like, so I'm glad that that's

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a apology made you feel better. I was like, but your opinion stopped mattering to me a little

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time. And so that was the conversation that I had with my father. Hopefully it was, you know,

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less targeted than that for everyone here. But I guess, you know, we'll conversation you want to

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have. And if you never quit, then you won't fail. And that is like, that's the prerequisite

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of entrepreneurship. If you do not quit, you won't fail. And so they can never say I told you so

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until the moment that you give up that just resonates with me so much like that's the number one

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thing. Like I say that all the time. And like as long as you don't quit and you don't have a mental

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disability seriously, and you can make decisions like that. Didn't work that didn't work. Don't

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do that again. You eventually will hit success. It's just time. That's it. It's just time.

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Do you think you made it without Leyla? So I had six gyms before about Leyla. You know what I mean?

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So I think I think I had I had a reasonable level of of competence, but I wouldn't have made it

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as big or it would have taken me much longer. Yeah. I mean, was it easier with her? Is oh my god. Yeah.

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I mean, everything blew up when I met Leyla. And that's because I always had half the equation,

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right? I didn't have the other half. And so half the equation is marketing and sales, right?

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And she had product operations with film. And so that was once I had that piece because I could always

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outsell my problems, but I just couldn't I couldn't keep people. I didn't know I didn't get that

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part yet, which is which might be funny for people listening to this compared to how I just talked

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about the first half of the talk, right? But like it was it's because I've learned that lesson,

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right? I've learned how much more powerful it is to not have to tell you it's so much more profitable

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to make the products exceptional and then get people to buy over and over and over again.

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You make so much more money. And so like, although I came up from the marketing and sales

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perspective, I would no longer consider myself that. I'm just much more of a business person now,

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at least I consider myself that way. But having Leyla as early as I did, I kind of got to leapfrog.

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A lot of the pain I otherwise would have had to figure out the hard way. It was just like,

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you take all that stuff because I don't like dealing with that. And she was like, okay,

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and that you crushed it. And so by doing that, it just blew up. And then in retrospect,

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I was like, oh, that was really important. I need to make sure that that's always there.

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And so now, when we create businesses, it's like front-end, back-end, shared ops. And we always

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have all three with everything that we do. And then that way, they work on the first try.

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Let me ask you this. I mean, a lot of people, I feel like I got a good concept of what you do now,

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but everyone's always like, what's the day in the live look like Alex? What do you do?

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So what does that kind of look like now that you know, you stepped out of most things and you're

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basically just being an owner? I mean, it's like, it's not a lot. So like today, I was reading

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this book. It's okay. It's not great. It's okay. You know, I was writing these books. I still have

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book two and book three that are written. I'm just going with the editing processes now for those.

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The only things that are set on my schedules that I'm meeting with the CEOs of the acquisition

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.com companies, I'm meeting with those guys once every week or every other week. And that's

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that's like, that's the majority of that's, that's like my, those are my half to do's and all the

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and everything else right now. My focus right now is promoting the book. You know, I wrote it. So

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I figure I should promote it a little bit. So Saturdays and Sundays, there's nothing. I usually

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have one or two days of the week that are completely blank. Monday, afternoons, this is when I do

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the meetings. So that was a nice tweak if you, if you are for everyone else here. So number one,

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a heart attack time in the, in the US is first thing Monday morning. And so mentor of mine,

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sold his company for 3.4 billion. He did heart rate variability on all of his executives. And

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he found out they were most stressed in the morning. So he just pushed all the meetings back

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until afternoon and everyone was okay. And so I can tell you, it changes the feeling of everything.

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It's weird. It's so weird. I just don't work Monday mornings. And like my first meetings that

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like, dude, that's so interesting. First time I've heard that I might have to try that. It's so

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interesting. It's weird. It's tripping. Like it's, you're like, I feel like I'm cheating. Like,

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I'm not stressed right now. And so all of a sudden, no one else is stressed either. And then it

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eliminates this false urgency. You feel because it's like first thing that got into stuff on Monday

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morning. It's like, no, you don't like because us deciding now versus four hours or now is going

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to change nothing. But like the stress levels go way down. So my Monday afternoon, it's been like

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three or four hours in meetings. And then I have Thursday mornings. I do a little bit. That's it.

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Final two questions, Alex. What's next for you? What's next for you? You got the portfolio

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companies you're just going to keep on. So what are you going to do next? Yeah. So that's

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a hundred percent of my focus was like, how can I play something? So I spent probably two years

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trying to think about what the next thing was going to be. I know you and I have had offline

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conversations about this. But like, I have no, I really have no more marginally Sony for money. So

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money only solves money problems. And once you've solved all the money problems that exist in

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your life, there's not a lot more that money can do. And I recently did my will and my state

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planer updated it. And like, I don't have kids and all the stuff that I have, I'm going to be

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donating anyway when I die. So like, there's really no reason for me to like, for me, the idea of

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legacy is kind of silly because in a hundred generations, my gene would be done even if I did have

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kids. And if I did have kids, I probably would be given the money because I think it ruins them,

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which means that I can't give the money to anyone anyways. And even if I did in a hundred

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generations, someone's going to remember who I was to begin with. So it doesn't really matter.

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So all that to say, I had to think like, what is my ideal day look like? And then how can I

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create a company that fits that? And that was, it was like a two year, I still have a note on

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my phone that has like 11 different big business ideas of what I was going to do next. And then

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piece by piece, I started crossing them out until I was like, the acquisition.com one just kept

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feeling right. It kept coming back to like, I would have moments where I was like, this one might

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be cooler, but I would always come back to that one. And so that's why that's why I think I'll be

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able to win with it because I keep coming back to it. And I think that I'll be able to do it for

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very long time. And so if I do it for very long time, then I think it'll grow much bigger than

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anything else I've done. So for everyone who's listening, we're acquiring minority positions in

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in education or training based companies that are really five million plus like five to 15-ish.

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The biggest company in the portfolio is doing 35 smallest companies doing eight million. So just

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for like context, but that's that's kind of the range. But five million plus is kind of the kind

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of at least where we kind of don't want. But yeah, so we're looking at those companies and saying,

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hey, we've already done this like a zillion times now. So, you know, helping someone get to

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30 million or 50 million or whatever, like we understand how they're done. Yeah, it doesn't

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isn't too difficult for you. So guys, Alex, thank you so much, man. Guys, make sure you go to Amazon,

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get his book. And then Alex, when are your next books dropped?

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You can't get that stuff up.

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The next the next book will drop when I think it's good enough that when people read it,

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they'll tell their friends. Fair enough. So, you know, I think I mean, it's it's done now. I have

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a whole rewrite in my head though. I've rewritten the second one three times now. So I'll probably

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end up rewriting it two more times. So I'll probably rewrite it one more time. When you're writing

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it, Alex, are you doing pretty much the heavy work as well? Like you're not getting a lot of help.

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I do everything. That's that's yeah, I do it. That's incredible. Yeah, because it's a lot of

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what you're watching this. It's not easy to write a book, by the way. So incredible.

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In a good book, it's even harder. Yeah. Yeah. It has to be so simple and so digestible that

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because like when I'm reading, because I've read this book a zillion times, because every time I

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edit it, I basically read it. It's like, where is it that my eyes, I get I gloss over like where is

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it where I lose interest or where is it that it's like chunky and it's like I have to rewrite it

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and massage it and how can I break this idea? I give a different example. And I think what happened

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the reason I like the writing stuff so much is because I get better. You know, like I get better at

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explaining the concept. So like my depth of understanding, my perspective on on expertise is

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how deeply you understand the basics. I don't really think that there's a lot of advanced

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stuff in business. I think it's how deeply do you understand? Like people use the term value,

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right? For how long have you heard people say value and no one had a fucking equation for it?

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People really provide more value. Like what does that mean? Right? I mean, it's true. Like even

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that that equation, if you took out whole book and you gave me those two pages, that was when I got

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out of the book. That was worth the read for me because I was saying they're going. So if I just

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do one of these four things, then that makes it better and then it's easier to sell. And as soon

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as you start implementing it or I have at least already. And so that's what's interesting about that

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is that it ends up creating scalable enterprise, right? Because like you know how to build sales teams.

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I know how to build sales teams, right? But what really scale sales more easily rather than having

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absolutely savage sales people on that's very important and good and amazing sales training is

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just giving an offer that would be so easy to sell. And then all of a sudden, you don't have to

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take nearly as much time to ramp up. You don't have as much cost and sales that are not closed by

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a new closure when you put them on the roster. Like there's all these other costs that are mitigated

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when you have a much better offer and people are more convicted about it because they believe

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in what they're selling. Yeah, 100 percent. I've already seen that across the board.

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Well, dude, everyone please get us but thanks so much for your time, man. I know you're just so busy

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today. I left out the schedule. Guys, be on the lookout. I think I'll just do in 10 bucks,

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10 bucks. Yeah, he's going to be right in the portions.

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Absolute killer read. I loved it. That's part of why I wanted to do this. And he had a birthday

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yesterday. So spam his walls, make sure to bother him. I think he's 22 or something today.

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So just make sure to give him some birthday love. All right guys, I'm going to drop the livestream

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until next time. See ya. See you guys. Thank you.
