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most people in an economic downturn, like the demand, again, for

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income-reducing skills does not go away. When there is no money,

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the demand for money is just as high if not higher.

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Welcome to the game where we talk about how to get more customers,

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how to make more per customer, and how to keep them longer.

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And the many failures and lessons we have learned alone the way.

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I hope you enjoy and subscribe.

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That's exactly what I figured out what feature flipper was.

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You know, at first, people would do it for a year and they'd be like,

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okay, I learned what I wanted to learn and like, that was good.

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But then we realized like, man, people stay for the community.

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Like you said, the network, the accountability, you know,

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the camaraderie of just coming to an event every quarter and they love it.

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And, you know, to make it even sweeter, I did exactly what you said was I cut

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the second year price in half and I just said, hey, you know, it's half the price

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and, you know, it'll be that price as long as you want to stay in like our

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retention skyrocketed just from doing all of those things.

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Yeah. Yeah.

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If you think about it, really like when people are, if you look at like anything

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and customer success, they always put like basically it's a result and experience.

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And so it's just like understanding that most, I think in this space, typically

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like you learning masterminds, they have the results there, which like you're

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getting the network, you're getting the information, you're getting all of this.

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But they actually forget about the experience, which is like, did you set

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expectations properly with the person of what they're going to get even?

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Because some people joined for network for some joined for the education.

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And then did you onboard them well?

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And then what's how often are you talking to them?

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Are you proactive with your communication?

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And so a lot of people actually look at Jim launch and they say, oh, it's a digital,

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you know, information business.

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I'm like, dude, we had a 40 person sport team, you know, because we were so focused

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on the experience.

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Like every time someone had a baby, a wedding, a birthday, a holiday, like their

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first trip, they made us turn on money.

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It's like we're constantly pouring into them.

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And I think that's the intent.

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Well, stuff that people don't leave because they have relationships.

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And so I think the relationships and the feeling that you give those people

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is longer lasting than the education, all in all, because people are loyal to

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the person not necessarily to a thing, right?

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And one of the points that Leila made there, I'll just zoom in on real quick, which

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is asking people why they're joining.

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Sounds really simple and obvious, but people are solving different problems when

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they're buying the same thing.

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And so having a personalized experience for how they're going to consume the product

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in the service at the onset, giving kind of like a unique roadmap is one of those

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things that will dramatically enhance the value that they're receiving from the

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program, because usually most people deliver way more stuff than someone can

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consume.

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And so it's like, OK, how can I give you the shortest path to getting the value

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that you want the way you want to receive it?

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And so that's a huge part.

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And then some of the other cool things is using that network in fact that you

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have a for the network, but also for group purchasing power.

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So if you, let's say, just for math sake, let's say your first year was $12,000

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and your second year was $6,000.

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If you have a group of 200 entrepreneurs or 500 entrepreneurs who are in this

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network, we have a huge amount of buying power.

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And so there's normally services and products and things like that that everybody

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probably frequents that may or may not be yours that you own.

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And so you can bundle in the savings from the group purchasing power to be in

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access of the absolute cost of the mastermind.

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And then it becomes a savings to be a part of the association or whatever.

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And so there's like ways that you can stack the value that makes it just so

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irresistible in such a no brainer for people to say that they're like, well,

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shit.

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I mean, it makes the, I'd feel stupid to say no, right?

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And then that's the idea.

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Yeah, so speaking of, you know, you referenced your book subtitle there,

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you know, offers, what's the subtitle offers?

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How do they go?

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Yeah, how do they go?

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So good people feel stupid saying no.

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Yeah.

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So, you know, we talked about the book earlier and just like all the different

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ways to market.

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And I know you're coming out with a whole series of books and everything else.

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And the next one's about generating is the leads and, you know,

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you've talked about how it's, it's taking a while with all the revisions and

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everything else and it's been a beast, it's been a headache.

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And I remember I actually asked you, man, this was maybe like four or five,

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I go, hey, you know, how are you publishing them?

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And you're like, just on Amazon and I was like, really?

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I was like, who's writing on me?

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He's like, I am.

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I was like, what about you?

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Like, I'm just doing it.

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I'm like, holy crap, dude, to do all of that.

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I wrote, I wrote my one book right over there.

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And that was like four years ago.

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And I was like, I don't think I could ever do that again.

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That was so difficult to like write it on my own.

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Yeah.

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It's tough, but I just didn't write his first book even thinking he was going to publish it.

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Like, I don't think people realize that.

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Like he was literally writing it and he's like, I don't know if I'm going to do anything with this.

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Like, I just don't.

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I think I'm just writing for myself.

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He's like, we could actually use it with the companies.

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It'll be like a manual.

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It's exactly what it was.

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Yeah.

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And so then fine, it was like one day he woke up in the morning and, you know,

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if I'm going to publish it, maybe I'd do it in like a few months.

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It's a big one.

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Do a long, try to do this whole thing.

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And then I kept telling him, I was like, well, if the thing is good enough,

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which I'd read it like probably six times by this point, I'm like, it is fantastic.

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Like it's going to blow up.

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Like you don't need to do anything.

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And he was like, hi, and then one day you woke up and you're like, I put it on, I put it on an Instagram.

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And it's on Amazon, it's on Amazon Instagram.

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He was like, yeah, I was like, what the fuck?

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And I was like, I don't even know where to log in that like, you know,

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make sure the shit's going well and stuff and says a little bit of shit show.

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But it, you know, he made one post and no marketing, no other posts about it.

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Nothing.

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Just it just literally went viral off word amount.

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It was insane.

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People don't believe us.

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They're like, you had to pump something.

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I'm like, he didn't pump shit.

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But people just aren't used to actually like the how much time he puts into writing.

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Like I am not somebody against bothered by how much it works.

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But like when he gets into writing, one words like weeks on weeks of like, right?

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I'm like, hello, are you hungry?

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Like, are you are you are you shriveling reason in there?

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You know, isn't this closet?

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Yeah, I go on your closet and just turn off the light.

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He's so dedicated to it.

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And it's because he genuinely loves writing.

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Yeah, books are very special to me because like I've learned a lot from, you know,

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reading and like, if you think about like when people die, the only thing that's left is like books.

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Like the only thing that has like stayed for 2,000, 5,000 years is like written word.

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And so I think there's something magical about that.

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And so that's what I, you know, I spent a lot of time trying to make it really, really good.

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And I think there's a big difference between like publishing a book and publishing a great book.

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And there's just a mountain more of work with like, you know, I mean, like there's probably 20% of the work

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is publishing a book compared to, you know, publishing a book that the product,

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the value that people get is so far and access to what they pay that they tell their friends about it.

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And so like if you can, if you can achieve that ratio, then, then the product takes off.

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And then it can take, like it becomes its own marketing.

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Yeah. And so that was, that was the goal for the book.

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And I, you know, when I told Layla that, I was like, I don't know if I want to promote it because either it's good enough

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that it will promote itself.

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Right. Why would I promote it?

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Because people aren't telling their friends that it's good.

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That why would I want anyone else to read it?

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Right. 100%.

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And I think the thing you did that was genius was you made it a dollar.

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Like, you know, like the virality of that, you haven't seen many people do that, right?

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Because like they spent so much time and money to get a book out there and to do the launch.

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And, you know, if they paid a ghost writer and all this stuff and it's like to sell it for that,

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you know, it's like, well, I have to lose.

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Like it might as well read it.

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And then like it just, it's kind of like, it made me realize too that a book is pretty much just like content.

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And you know, we make content for free.

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We don't charge people to watch our YouTube videos and stuff.

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And it was like, yeah, that makes it like why not try it as a book?

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And so watching what you did with that.

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And obviously, even if it was a dollar and it sucked, nobody would watch it or nobody would share it.

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Right. So it was just like, you got nothing to lose by buying this and just reading it other than your time.

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And, um, dude, it's just, it's crazy.

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Like how viral it's gone?

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Because I read it when it maybe had a couple hundred reviews and that I was looking at it before.

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I was like, this thing's got like 5,000 reviews now.

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What's going on here?

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Yeah, it's crazy.

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Yeah, it's been pretty cool.

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I'm very excited about it.

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Yeah, it comes up on one year in July.

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Yeah, you know, hopefully we can get 5,500, maybe 6,000 in the first year.

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That's crazy.

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Because then I think about like, you know, what does it look like, you know, 20 years from now?

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Are there going to be like 120,000 reviews, right?

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Which would be pretty cool.

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So, but like, you know, it's your point about the pricing thing.

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It's like, I price it there because like, what was the objective of the book?

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The objective of the book is that it could share it and that many people can say about the objective.

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It was not like for me to make an extra, you know, 20,000 dollars a month or so.

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Two bucks a buck.

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Yeah, like, I just, you know, an Amazon takes 66 of the, of the 99.

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Like, it really, like, yeah, we said we want to be able to basically, you know,

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anything we put out there that's education or information.

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We just like decided like our brand like is just want all of it to be for free.

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So we don't want to make people pay for anything.

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We don't want to ever sell anything.

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That's not how we want to make our money.

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Yeah, we, I mean, we just make our money doing the stuff, you know what I mean?

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And so we want to just teach us like business model was simple.

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It's just, okay, we really do do this stuff.

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And why don't we just help as many people as humanly possible knowing that 99.9% will never work with us and never give us dollar.

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And that's fine.

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And then of the people who are super executors because they can take the stuff without handling and get themselves to three million,

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five million, you know, eight million, 10 million a year.

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And then they're like, dude, I use all the stuff.

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I got past this level.

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Now, like, I trust you because I used your stuff and it worked.

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So now I know the next thing's going to work.

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And then it just makes it for such a better process of finding alignment, getting the right partners.

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And so it's just a big picture.

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I don't want to sell more like $10,000 or things.

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You know, I want to find partners that were in it for 10 years and build something really cool.

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Do you ever see yourself started?

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I know you're not going to charge for education, but you ever see yourself starting like a mastermind for high level entrepreneurs.

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No, no.

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That was actually, no, I feel strongly against that.

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Yeah, no, but even if you didn't charge, like just, I don't know, as a networking type deal.

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I think we thought about doing like an event, you know, like a mosey nation event or doing a community on like discord or something like that.

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So like, we were trying to think of different ways.

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Did he tell you to do discord?

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Yeah, I put it together as I speak.

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I have two discords right now.

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Okay.

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Oh, yeah.

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So they have 15,000 in them.

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And discord is interesting because it's like 24, 7, and it's just like non-stop.

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People are just always talking and always coming.

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It's different than a Facebook group where they've got to make a post and somebody might comment.

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Somebody might, it's like a 24, 7 chat room.

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Yeah.

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Yeah, that's crazy.

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I mean, yeah, I could see us doing something like that.

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It's just what's the objective.

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You know, I mean, like for us, the objective is to, I mean, the mission of the company is to document and share the best practices of building world class companies.

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And so we do that by building world class companies and documenting it and then we share it.

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And the key point of sharing is like we share it so that everybody can have it.

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And I just, in my bones, believe that the only thing that makes the world better is entrepreneurial businesses.

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And so the more business owners we can equip with, the skills and lessons that, you know,

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we're very difficult and painful for us to learn.

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Then the more good businesses will be out there.

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And even if none of them ever work with us, like we'll die and it won't matter.

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And it's okay.

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And we're happy to just help people out and we're good with that 100%.

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So how is it, you know, working together?

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I mean, you guys seem like you're just yin and yang.

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Like, you know, it just works so well.

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Just watching it from here does work well.

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It does work pretty well.

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Honestly, yeah, I mean, it's a tough one because we met and we started working together so quickly.

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And it's not for, I would say like 99.9% of couples.

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And I think also a lot of couples aren't going to work as well together as we do.

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Because I think that we just naturally, you know, like I've always been kind of in this position

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with anyone that I've worked with, like the integrator to a visionary.

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And Alex is naturally a visionary.

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And so I think we met and we had complimentary skill sets.

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And it was the right timing and we started doing it from day one.

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And we're both really coachable and we both take ownership over our shit

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and don't blame each other.

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And so I think just who we were, we're lucky that we found each other and it worked so well.

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But I'm working together. It's great.

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We love it.

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Do you guys ever like, how do you split like between business and your relationship?

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Or is it all just flowing together all the time if flows together?

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I mean, there are moments where you're like, hey, husband, hat or hey, wife, hat, you know, like,

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and you need to like clearly delineate.

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But most of the times like the things that we enjoy talking about are the things that we're building together.

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You know, in a lot of ways we're talking earlier, like the businesses that we build are a lot like our kids.

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They're the things that we're bringing into this world and we're raising them and, you know, fostering them and whatnot.

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So like that's what we enjoy.

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And we've always kind of decried the black and white, you know, you have to have one day at night.

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You cannot talk about business.

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You have to, you should, you must blah, blah, blah.

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I think you can do whatever you want.

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And this is like, this is the life that we like and this is the marriage.

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We do marriage the way we, and the way we envision marriage and it works within our dynamic.

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And that's all we know.

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And so, you know, for people who have similar mission values and, you know, lifestyles,

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then I think those are the three things that for us have to be in alignment for any kind of long term partnership.

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It's like, you got to want to do the same epic thing.

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You have to want to get there the same way.

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And then the lifestyle is like, how do you do it in the meantime?

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Yeah. And I think, you know, what people, I'll say this, which is what people see in terms of like us in the business setting

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and working together and doing all that.

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Like, we actually do, I have always intentionally like tried not to, because actually is a pattern when we had Jim launch,

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which is, I don't want to show like husband and wife Alex and Layla in front of our team, because I don't want them to

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that to track or distract from business.

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And so like how we are in private when we're not in front of other people is very different than how we are in front of people too.

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And that is like how like we're super playful.

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Like super funny, playful tons of humor.

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We drove around a lot like hearted, you know, very touchy.

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You know, like that's one thing that like I actually, when we had the company, I was like, Oh, like I just,

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because you go just touch your spouse, but in front of the team to like be hugging and doing all that,

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while you're leading it quarterly.

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Yeah. That's a little weird.

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I try kind of train ourselves not to do that.

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Some part of other people.

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Yeah. And if anything, he's like, no, like unified front, it's just like, I mean, just like, I would imagine it's just like parenting.

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Right. I mean, I would just get it, but I would imagine it's just like parenting unified front.

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Like we don't disagree publicly if there's ever anything.

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Like if there is anything, we're like, Hey, after me, I'm about in private.

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Yeah. Yeah. Like, I thought we were not doing that.

294
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Yeah. Where did that come from?

295
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Oh, I thought you were talking about this.

296
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Like, oh, my bad. I'll let him know and slack. No big deal.

297
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You don't need me.

298
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Yeah. Just being sensitive to other people in the room, you know, I think, especially like so many people are hesitant to work for a husband,

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wife duo, because they're worried like about the stability of the relationship and how you disagree and how you

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solve arguments on stuff.

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And the last thing we ever want to do is bring any, any sort of personal element in, like in front of our team.

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Besides, I would say our intermediate team, which is like, you know, Caleb, who does video, he's going to see us together,

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like in our own element and same with our EA's, but besides that, nobody really seems.

304
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Got it. Got it.

305
00:14:30.880 --> 00:14:36.720
So with all these businesses, you're buying, how do you factor in like the economy?

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Because I've heard you talk about this on, on your videos, talking about like the vehicle at which, you know, you're in, right?

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Like if you're, you got a ship that's got a lot of wind behind it.

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It's way easier to go with that, right?

309
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And so we see the economy doing whatever it's going to do.

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How do you guys navigate this?

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So I will take this.

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So one is what's the marketplace we're going after?

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So the marketplace that we're going after is e-learning, which as a category is set to two and a half extra

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of the next five years.

315
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Now compared to like anything else, that's great growth.

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So from like the wind behind the sales perspective, we've got that.

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And I think a big part of that is because formal education is being disrupted.

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I think because a lot of people are looking or seeking out alternative education sources to make money, right?

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Because and this is not me to crying or saying college is bad.

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It's just that a lot of people can't afford to spend four years and $100,000 and not make money for that period of time

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to then make the same amount of money that they could just not doing that experience.

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And so like the opportunity cost is massive.

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And so if I say, say it differently is that the demand for income producing skills has not gone away.

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The supply of formal, the formal supply of it has.

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And so they are seeking out alternatives.

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And so that is why that market is growing.

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So number one is that number two is that in a bad economy future, especially an inflationary environment,

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businesses that have low capital expenses and high cash flow tend to be businesses that fair better

329
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because there's easier pricing power and because you don't have to put capital back into the business to expand it.

330
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It's easier to those businesses are more flexible.

331
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And so the types of businesses that we work with are by nature, low capital expense, businesses, high cash flow.

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And so for those reasons, we feel really well equipped for, you know, an inflationary period that might come in the future.

333
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You know, everybody has a plan until you get in the face.

334
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But as far as we can see, we feel pretty good because things have to go on.

335
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And so it's like, okay, well, if we can mitigate these risks at least then we can charge forward and deal with things as they come.

336
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Hey guys, love that you're listening to the podcast.

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If you ever want to have the video version of this, which usually has more facts, more visuals, more graphs, you know,

338
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drawn out stuff, sometimes it can help hit the brain centers in different ways.

339
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You can check my YouTube channel. It's absolutely free to check that out.

340
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If that's what you are into and if not, keep enjoying the show.

341
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Yeah, I mean, it comes down to their very flexible businesses.

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And so if you have a flexible infrastructure and you have a flexible model and these aren't businesses with huge capital expenditures and

343
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giant buildings and real estate all over the freaking world, it's not going to be that hard to pivot.

344
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And honestly, like during COVID, we had to pivot all three of our businesses.

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Was it easy? No, it was a pain in the ass, but did we do it?

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Yes. And it was something that made the companies better off.

347
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And so we factor that in when we're looking at the entrepreneur and are they the kind of person that could, you know,

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do well in economic downturn and then the company as well.

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And most people in an economic downturn, like the demand, again, for

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in producing skills does not go away. Right.

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The demand for, you know, other things that are like nice things might decrease.

352
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But like when there is no money, the demand for money is just as high if not higher.

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And many of the businesses that we have teach kind of niche income producing skills.

354
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So it might be, you know, how to fix a hair salon, how to be a plumber, how to whatever.

355
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Those are, I think, always going to be in demand.

356
00:17:50.760 --> 00:17:56.520
Yeah. Second to that is we do try to pick people that we believe our market leaders or could be market leaders.

357
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Yeah, it's a big one.

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So we're not looking at people that are distressed or that we don't think have the potential to take over their specific niche.

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And so typically in an economic downturn, the market leader survives.

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And so we feel confident that those people could do that.

361
00:18:09.640 --> 00:18:13.160
Right. When you guys look at these different businesses, you know,

362
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you're talking about market leaders and, you know, as far as in the space and

363
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generating revenue and everything.

364
00:18:19.720 --> 00:18:23.360
But, you know, like a lot of businesses, probably like Jim launch early on,

365
00:18:23.360 --> 00:18:25.960
are very dependent on, you know, the founder, right?

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They're the face.

367
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They're driving all the traffic even today.

368
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And many of my businesses like do if Ryan stops making content, you know,

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where the lead's coming from, right?

370
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Yeah.

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What do you guys do to address that if any?

372
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You mean so that we could like potentially exit them in the future, kind of thing?

373
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It's always honestly with all of them that is part of the plan.

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So that's something that takes, I want to say if you're starting, you're like, I want to sell my business

375
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and I want it to be like rock solid.

376
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Maybe it's 18 to 24 months.

377
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I would say if you want to do it right and like really rock solid three years.

378
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So most of these companies are three year to five year plan involves that.

379
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So it's how are we going to basically like, you know, diversify our risk of the founder, you know,

380
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because at some point, if they want to exit, I think most of them want the freedom to choose, right?

381
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Like they don't necessarily want to exit, but they would like the freedom or the opportunity

382
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to decide at that point in time.

383
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And so we are always setting them up for that.

384
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And so it's, you know, I think that it's more complicated when you are the founder

385
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than when you're somebody like myself looking at it.

386
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Because I look at it, I'm like, you just have to put other people, you pro, for every Alex,

387
00:19:26.320 --> 00:19:27.960
I need like 10 people, right?

388
00:19:28.200 --> 00:19:29.080
And that's all it is.

389
00:19:29.120 --> 00:19:31.360
It's just the 10 people that fill the skills get gaps.

390
00:19:31.360 --> 00:19:36.920
And then the 10 people that can, you know, essentially act as characters to fill in for one face, right?

391
00:19:36.920 --> 00:19:40.160
So can 10 people fill the gap of one Alex?

392
00:19:40.320 --> 00:19:42.200
Yes. Is there more operational complexity?

393
00:19:42.200 --> 00:19:43.720
Yes, but it's a more sturdy business.

394
00:19:44.000 --> 00:19:48.120
And so oftentimes like a personality brand, it's basically diversifying and adding going

395
00:19:48.120 --> 00:19:51.040
from like one personality to like, you know, you know, you do Disneyland.

396
00:19:51.040 --> 00:19:52.080
It's not just making mouse.

397
00:19:52.080 --> 00:19:53.640
It's all the characters you got.

398
00:19:53.920 --> 00:19:54.400
Yeah.

399
00:19:54.400 --> 00:19:58.000
Alex and Wonderland and so white and like all these people, it's like, how do we create that

400
00:19:58.000 --> 00:19:59.240
within each of the businesses?

401
00:19:59.720 --> 00:20:03.960
And so a lot of those businesses, they have people that, you know, are niche experts

402
00:20:03.960 --> 00:20:07.120
teaching their, you know, customers because they're coaching businesses and those people,

403
00:20:07.120 --> 00:20:10.880
typically, you know, you kind of make subject matter experts that can take over a different subject

404
00:20:10.880 --> 00:20:14.120
matter. And then the other one is taking, you know, their leadership team and kind

405
00:20:14.120 --> 00:20:17.520
of like raising them up to be more forward facing and kind of taking the internal and making

406
00:20:17.520 --> 00:20:18.040
it external.

407
00:20:18.040 --> 00:20:19.680
So there's a few different ways you can do it.

408
00:20:19.680 --> 00:20:20.880
But it's just a process.

409
00:20:20.880 --> 00:20:23.680
And if you, if you do it over time, it's honestly not that hard.

410
00:20:23.960 --> 00:20:28.800
Yeah, you, you pretty much described what I've been thinking because like, I don't want

411
00:20:28.800 --> 00:20:32.400
to sell, but, you know, I'd like the, to have the option one day, right?

412
00:20:32.880 --> 00:20:36.880
And so we started thinking about this at like the one I'm most prevalent at, which is

413
00:20:37.120 --> 00:20:38.880
the real estate education business, right?

414
00:20:39.400 --> 00:20:42.080
And so I said, you know what, we're really good at making content.

415
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Why don't we just produce it for other people in the community, right?

416
00:20:46.200 --> 00:20:49.080
And so we took like our best students who I thought were great on camera.

417
00:20:49.080 --> 00:20:51.240
We took our coaches, everyone else.

418
00:20:51.240 --> 00:20:55.560
And so we created a whole separate YouTube channel, Instagram, everything else.

419
00:20:55.600 --> 00:20:59.080
And they're growing really quick, just because our post production team makes them the

420
00:20:59.080 --> 00:20:59.800
exact same.

421
00:20:59.800 --> 00:21:04.080
Like it's just send us the videos and we'll make the thumbnails and everything else that

422
00:21:04.080 --> 00:21:05.080
we know works.

423
00:21:05.280 --> 00:21:10.360
And so that's actually helped out a lot and like relaunched a new podcast.

424
00:21:10.400 --> 00:21:14.000
I am not the host, you know, and just trying to diversify.

425
00:21:14.440 --> 00:21:16.760
I think the more that you edify those people.

426
00:21:16.960 --> 00:21:17.200
Yeah.

427
00:21:17.200 --> 00:21:20.600
So it's like the more that one you associate with them, like you're seen with them

428
00:21:20.880 --> 00:21:24.040
before they're on their own, and then you edify them when they are on their own.

429
00:21:24.040 --> 00:21:25.760
You consistently do that over and over and over again.

430
00:21:26.120 --> 00:21:29.000
And just like as an added point, because this is the subject of the next book,

431
00:21:29.680 --> 00:21:30.480
lots to say on this.

432
00:21:31.120 --> 00:21:35.040
But like typically if it's a founder face, you know, face forward thing,

433
00:21:35.280 --> 00:21:38.120
then it's going to be through paid ads are organic for the most part, right?

434
00:21:38.520 --> 00:21:40.520
And there are so many other ways to get customers.

435
00:21:40.520 --> 00:21:43.080
And so it's like, okay, well, how do we get an affiliate channel set up?

436
00:21:43.080 --> 00:21:46.520
How do we get a referral, you know, a really strong referral program in place?

437
00:21:46.800 --> 00:21:49.560
How do we get a big manual hop-down team set up?

438
00:21:50.040 --> 00:21:53.480
How do we do huge blasts, you know, to different lists that we can, that we can hit?

439
00:21:53.480 --> 00:21:56.400
And so there's, there's these different things that we can set up and we can do that.

440
00:21:56.680 --> 00:21:59.840
And by building an employee team, we can build customer teams, we can build affiliate networks.

441
00:22:00.120 --> 00:22:02.640
All of those things we can do that are not found or facing at all.

442
00:22:02.640 --> 00:22:07.760
And I can tell you that when Jim launched the sales past 50% of total sales came from the op-out team.

443
00:22:08.280 --> 00:22:13.320
I can't explain the amount of like piece of mind to just know that every day we're doing

444
00:22:13.320 --> 00:22:17.880
5,000 miles and that's going to turn into on a grant or whatever, you know what I mean?

445
00:22:17.880 --> 00:22:23.160
And so we just know that if I die tomorrow, all these people have jobs, all these families are secure,

446
00:22:23.560 --> 00:22:25.680
mortgages are paid, like everything's going to be okay.

447
00:22:26.400 --> 00:22:31.440
And that's why, you know, a private equity or whatever feels comfortable coming in to purchase a business like that

448
00:22:31.440 --> 00:22:34.560
because they're like, oh, they're not only diversified across channels,

449
00:22:34.560 --> 00:22:37.040
but they're diversified across methods of acquisition.

450
00:22:37.160 --> 00:22:38.880
Right. It's not just social media.

451
00:22:39.000 --> 00:22:40.960
Right. Exactly. That's just like one, right?

452
00:22:40.960 --> 00:22:43.360
Like we could call, we could call an email, we could call DM.

453
00:22:43.360 --> 00:22:45.120
Like there's so many different ways that we could do this.

454
00:22:45.160 --> 00:22:49.640
We could build, we could do paid ads to get affiliates and then build 1,000 person affiliate.

455
00:22:49.640 --> 00:22:51.960
Like so prestige labs was 100% affiliates.

456
00:22:52.360 --> 00:22:54.240
It was all affiliates. Yeah. 3,000 affiliates.

457
00:22:54.680 --> 00:22:56.160
Allen was 100% affiliates.

458
00:22:56.160 --> 00:22:57.000
We actually had super affiliates.

459
00:22:57.000 --> 00:23:00.080
We had a two level affiliate set up in Allen because for the same reason,

460
00:23:00.080 --> 00:23:01.240
I was like, I didn't want to be the face of this.

461
00:23:01.640 --> 00:23:03.480
And so there's so many ways you can do it.

462
00:23:03.720 --> 00:23:07.480
And even like even in the paid ads, you can put the mascots, but you also put your customers more.

463
00:23:07.920 --> 00:23:11.960
Right. Have the customers and the results and the experiences and the workshops and things like that.

464
00:23:11.960 --> 00:23:15.200
You form more prevalent because at the end of the day, like they don't really care about us.

465
00:23:15.200 --> 00:23:16.920
They care about what they see in us.

466
00:23:17.200 --> 00:23:18.400
They care about what they relate to.

467
00:23:18.720 --> 00:23:22.280
And so if we can, if we can draw that line or just kind of lean into that more,

468
00:23:22.400 --> 00:23:25.920
we can kind of like step off camera and it's like, Oh, wow, this person is just like me.

469
00:23:26.080 --> 00:23:28.040
And this business helped that person succeed. Whatever.

470
00:23:28.200 --> 00:23:29.440
Yeah. No, I love that.

471
00:23:30.000 --> 00:23:34.880
So you mentioned that if you're going to replace the founder, it might take 10 people to replace Alex.

472
00:23:34.880 --> 00:23:41.360
Right. What, what are you guys doing to recruit top tier talent for ourselves in general for you?

473
00:23:41.360 --> 00:23:43.800
And, you know, helping the founders, you know, higher, better.

474
00:23:43.800 --> 00:23:50.000
Yeah. Um, I think that, you know, we're at a point now where it's actually, we're attracting a lot of top talent,

475
00:23:50.040 --> 00:23:52.720
which is something that I haven't had for the last six years.

476
00:23:53.240 --> 00:23:57.240
Um, it's honestly, it's really like an unfair and that's what I've experienced too.

477
00:23:57.240 --> 00:24:02.920
I tell, I tell people, I'm just like, I make a post and we get so many like hot applicants.

478
00:24:02.920 --> 00:24:05.800
And it's great. But like, that's not the reality for most people.

479
00:24:05.960 --> 00:24:11.160
Yeah. So for most people, I mean, like when we had gem launch, like to get top level top tier talent,

480
00:24:11.160 --> 00:24:15.720
is an investment, you know, I think that there's two ways that you can get it,

481
00:24:15.720 --> 00:24:19.640
which is one, you can go through your network and you can try and literally like pull whatever

482
00:24:19.640 --> 00:24:22.960
favor you can to get your first top level person.

483
00:24:23.320 --> 00:24:28.120
And if you can get one, that edifies you to every other person that you're ever going to talk to,

484
00:24:28.320 --> 00:24:30.960
that it's not a crazy idea to join your company, right?

485
00:24:30.960 --> 00:24:36.840
So like for gem launch, like we got our CFO and I'll go with the second way, which is using a recruiter or

486
00:24:36.880 --> 00:24:37.880
paying somebody to go over.

487
00:24:37.880 --> 00:24:41.320
If you don't have that in house, because the thing is a lot of people don't have recruiters in house.

488
00:24:41.520 --> 00:24:44.640
They also have the time to dedicate to really finding the right kind of person.

489
00:24:44.840 --> 00:24:50.680
So I mean, you forked out a lot of money on a couple of positions and I'm glad because once you have

490
00:24:50.880 --> 00:24:54.360
one or two people that are top tier talent that you did pay a lot of money for,

491
00:24:54.560 --> 00:24:58.400
it then those people have networks and then those people also edify you.

492
00:24:58.400 --> 00:25:01.280
So you start to look more legit. So I started to legitimize as your company.

493
00:25:01.600 --> 00:25:03.840
And so then you do attract talent more naturally.

494
00:25:04.600 --> 00:25:06.440
Whereas in the beginning, you just don't have that advantage.

495
00:25:06.440 --> 00:25:09.360
So you don't have anything to leverage beside your money.

496
00:25:09.560 --> 00:25:14.120
And so it's, you know, either your time, you can try and DM and, you know, on LinkedIn and craft yourself.

497
00:25:14.120 --> 00:25:18.480
I guess as a founder, which I mean, I've done it or you could pay a recruiter to do it for you to find that talent.

498
00:25:18.720 --> 00:25:21.320
I really just think like we basically gotten in.

499
00:25:21.320 --> 00:25:22.560
I'll tell you how we found our CFO.

500
00:25:22.760 --> 00:25:26.480
We got in with one of our friends who said, I can get you with this recruiting company,

501
00:25:26.480 --> 00:25:28.600
but they typically only take companies above 100 million.

502
00:25:28.960 --> 00:25:30.120
And at that point, we weren't there.

503
00:25:30.400 --> 00:25:33.520
And he was like, but I'll tell them like how fast you're growing and all this stuff.

504
00:25:33.880 --> 00:25:38.360
And so because of that, we got to use them and because their name, their brand of recruiting, right?

505
00:25:38.560 --> 00:25:43.000
So when they reach out to somebody, they're like, oh, shit, they're like, they were literally number one in the nation.

506
00:25:43.200 --> 00:25:46.240
So they're like, I'm going to answer to them because they're the number one firm.

507
00:25:46.640 --> 00:25:50.560
And so I think you have to associate with somebody else's brand if you don't have a strong enough one.

508
00:25:51.080 --> 00:25:54.640
And so for our companies, like a acquisition one, they were trying to fill roles for them.

509
00:25:54.640 --> 00:25:59.440
You know, like we do leverage hours to find people for them because we have so much inbound.

510
00:25:59.440 --> 00:26:02.400
Like, hey, do you need an operator for a company, do you need a sales manager for them?

511
00:26:02.600 --> 00:26:05.240
So we can just throw that back into the business.

512
00:26:05.240 --> 00:26:07.920
That's a big competitive, you know, that's a big thing that we can help with the portfolio companies,

513
00:26:07.920 --> 00:26:14.440
because also like to her point about like the legitimacy, if they're like, oh, your portfolio is doing, you know, 150 million a year,

514
00:26:14.520 --> 00:26:18.680
they're like, okay, like I feel much better that you guys are all on board on this.

515
00:26:18.680 --> 00:26:21.280
And you guys are an investment firm that's really like sees something here too.

516
00:26:21.280 --> 00:26:23.000
So then they feel way more at ease.

517
00:26:23.400 --> 00:26:26.240
And so we will, you know, we'll screen and vet some of the final candidates,

518
00:26:26.240 --> 00:26:27.560
especially like leadership and up.

519
00:26:28.000 --> 00:26:30.360
And so like we can attract them, we can vet them and then we can place them.

520
00:26:30.360 --> 00:26:34.600
And then it also gives us from an operating perspective, we get multiple lines inside of the business.

521
00:26:34.600 --> 00:26:38.400
So we know what's going on because it's, you know, sometimes the founders doesn't communicate all the time,

522
00:26:38.400 --> 00:26:39.160
because they're busy, whatever.

523
00:26:39.160 --> 00:26:43.800
And so we have other people who are in the company that know and like and trust us too.

524
00:26:43.800 --> 00:26:46.960
And so it gives us so much more intel to how the business is doing.

525
00:26:46.960 --> 00:26:49.360
So we can keep a much better pulse on what we can do to help them.

526
00:26:49.600 --> 00:26:52.720
So, so you're telling me acquisition comms are recruiting company now.

527
00:26:52.720 --> 00:26:56.840
That's, I mean, I mean, that's actually, yeah.

528
00:26:57.080 --> 00:27:00.080
Because when we were deciding what we wanted to build, you know, Alex was saying,

529
00:27:00.080 --> 00:27:01.920
this is what I want and I was saying, this is what I want.

530
00:27:02.320 --> 00:27:03.440
And then we kind of put sign together.

531
00:27:03.440 --> 00:27:04.760
It's always like a mesh of the two.

532
00:27:05.000 --> 00:27:07.520
And so like what I really love doing is finding talent for people.

533
00:27:07.560 --> 00:27:09.080
Like I love doing it for my own teams.

534
00:27:09.080 --> 00:27:10.840
And so I was like, I think I'm good at it.

535
00:27:10.840 --> 00:27:12.400
And I think I'm really good at helping people with it.

536
00:27:12.680 --> 00:27:16.880
And that's why we decided like the most hands-on piece that we are with the businesses is recruiting.

537
00:27:17.280 --> 00:27:18.520
So it's recruiting their leadership.

538
00:27:18.520 --> 00:27:20.320
And that was the number one thing you said from the beginning.

539
00:27:20.320 --> 00:27:22.960
You were like, people, that's what they all need.

540
00:27:23.200 --> 00:27:24.120
Yeah. And it makes sense.

541
00:27:24.120 --> 00:27:27.040
Like that's the thing you're helping probably the most with.

542
00:27:27.040 --> 00:27:28.680
It's the phase of growth that they're in.

543
00:27:28.680 --> 00:27:31.720
So part of it might just be that that tends to be the problem that most of them are at.

544
00:27:31.720 --> 00:27:36.560
And so we have morphed ourselves into becoming like the best solution for that thing.

545
00:27:36.920 --> 00:27:40.960
I don't know if it's the chicken or the egg, but just the more high quality people we place

546
00:27:40.960 --> 00:27:43.800
into enterprises where there's a deficit, the faster the growth is.

547
00:27:43.800 --> 00:27:47.520
And so we just like everyone's one higher away from the business of their dreams.

548
00:27:47.720 --> 00:27:48.200
Yeah.

549
00:27:48.480 --> 00:27:49.800
And I 100% agree.

550
00:27:49.800 --> 00:27:52.480
And I mean, for acquisition comms, it gives you guys.

551
00:27:52.840 --> 00:27:54.320
So much of a competitive advantage.

552
00:27:54.320 --> 00:27:56.880
Not only just like, yeah, we're going to potentially give you money.

553
00:27:57.080 --> 00:27:58.400
You're obviously going to get our expertise.

554
00:27:58.400 --> 00:28:00.160
But by the way, you're getting our network too.

555
00:28:00.160 --> 00:28:00.480
Yeah.

556
00:28:00.480 --> 00:28:01.200
It's like Shark Tank.

557
00:28:01.320 --> 00:28:03.600
100% yeah, that's super cool.

558
00:28:03.880 --> 00:28:05.360
Well, I really do.

559
00:28:05.360 --> 00:28:09.640
I can talk all day to you guys because there's just so much, you know, you guys have going on

560
00:28:09.640 --> 00:28:11.240
and knowledge and everything.

561
00:28:11.240 --> 00:28:13.680
But, you know, I appreciate you guys coming on the show.

562
00:28:13.680 --> 00:28:15.080
It's been a lot of fun.

563
00:28:15.080 --> 00:28:17.760
And I know the audience got a lot of value out of it.

564
00:28:17.920 --> 00:28:20.680
So yeah, I mean, we appreciate you having a song.

565
00:28:21.040 --> 00:28:21.760
Yeah, no, I appreciate.

566
00:28:21.760 --> 00:28:22.600
I'm going to give it a two minute drive.

567
00:28:23.680 --> 00:28:24.200
That's true.

568
00:28:24.400 --> 00:28:27.880
No, and I appreciate the question because it was, you know, we don't get to talk about like

569
00:28:28.440 --> 00:28:31.680
as much higher level business stuff or what we do every day, that often.

570
00:28:31.720 --> 00:28:32.520
And yeah, never.

571
00:28:32.920 --> 00:28:35.800
So this was actually really fun for us because we almost

572
00:28:36.320 --> 00:28:39.880
We talk about this stuff every day, but nobody asks us about it.