$250M Lessons in Bite-Sized Chunks | Ep 879

In this Q&A episode, Alex (@AlexHormozi) answers rapid-fire questions from listeners on business hiring, early-stage sales, and leadership mindset, and breaks down the decision-making frameworks that got Acquisition.com to $250M+. Welcome to The Game w/Alex Hormozi, hosted by entrepreneur, founder, investor, author, public speaker, and content creator Alex Hormozi. On this podcast, you’ll hear how to get more customers, make more profit per customer, how to keep them longer, and the many failures and lessons Alex has learned and will learn on his path from $100M to $1B in net worth. Wanna scale your business? Click here. Follow Alex Hormozi’s Socials: LinkedIn | Instagram | Facebook | YouTube | Twitter | Acquisition Mentioned in this episode: Get access to the free $100M Scaling Roadmap at www.acquisition.com/roadmap

Speaker names marked ? are inferred from speaking time and the show’s known hosts — they are not voice-verified.

• 0:02Speaker 00

  Your husband has to decide whether a short term rift in the relationship with his father is a sufficient price for the growth that you'd like to have in the business. If you think that the relationship will be permanently damaged forever, then the follow up question to that is how valuable is a relationship that gets damaged like that forever from a one time thing?

• 0:25Speaker 00

  Good morning so far? Yes, okay, good. All right, let's do the first one. So you sell fitness coaching, you're doing 250,000 dollars a year, and you're not sure, but what do you want to do with your life? Okay, go for it.

• 0:36Speaker 01

  So yeah, I mean, I'm preparing for medical school next year entering. And I, yeah, I'm running this fitness company as well, which I'm passionate about. And ideally, we would like to be at, you know, seven figures, you know, just running it. And the medical school process is slowing that down. But my end game is really looking at the branding, the long term play. Like when I see what you've done, it adds to branding around making the greatest impact preventative health and medicine possible. So that's kind of where I'm at, trying to figure out how to think about it all, the timing, the sequencing.

• 1:10Speaker 00

  What's the question?

• 1:11Speaker 01

  How do I go about this process of balancing both? Is that even possible? And achieving both?

• 1:18Speaker 00

  We already are achieving both.

• 1:20Speaker 01

  That's true. Yeah, the business has been declining though.

• 1:24Speaker 00

  Declining?

• 1:24Speaker 01

  Yeah, so it's, it's, it went from like 320 to 270 ish last year. It's still, yeah, small, so.

• 1:32Speaker 00

  It might be the same size and, you know, you missed a week or two. It sounds like, I'm gonna say back to what I think the question is, which is like, should I quit medical school to pursue this fitness thing all in? Or does it make more sense for me to forego some income today, to have MD next to my name so that I could potentially make more in the future?

• 1:48Speaker 01

  It's not about making more. I think it's, it's also about, you know, my vision would be to write books, speak around the world and be an expert in preventive health medicine.

• 1:57Speaker 00

  You can do all that without an MD.

• 1:59Speaker 01

  Wow.

• 1:59Speaker 00

  I mean, can you name me some of the big health experts that aren't MDs?

• 2:03Speaker 01

  Not at the level that I've thought of, like Dr. Hyman or Peter Attia.

• 2:09Speaker 00

  How many years left yet?

• 2:10Speaker 01

  Well, I'm just starting next year, so that would be the plan, yeah.

• 2:14Speaker 00

  Do your parents want you to be an MD?

• 2:15Speaker 01

  They don't care. After all the success I've had with the business. Before I started the business, I was pressured immensely, but through all the success where I'm in a place where with the assets I've accumulated gratefully, I don't have to do it. But it just, it's calling me. I've been volunteering in nonprofit space and with.

• 2:35Speaker 00

  What do you say split about dude? I mean, you're gonna, you, you give what? Seven years or six more years and then you're an MD? I mean, if you, if you, if Dr. Tia and the Amen Clinic and, you know, Huberman and all that stuff, well, Huberman's a PhD, right? He's not an MD. And Tia, is he an MD or PhD?

• 2:50Speaker 01

  He's an MD, yeah.

• 2:51Speaker 00

  He's an MD?

• 2:52Speaker 01

  Yeah.

• 2:52Speaker 00

  If it's like, I want to be a doctor, then go be a doctor.

• 2:54Speaker 01

  Okay.

• 2:54Speaker 00

  You know, like the trade is that you're going to give six years and you're going to under earn for the next six.

• 2:59Speaker 01

  Uh huh.

• 2:59Speaker 00

  And then you'll earn more later.

• 3:01Speaker 01

  How would you build a brand around it in the greatest, in the best way possible?

• 3:05Speaker 00

  Being a doctor or being not a doctor?

• 3:07Speaker 01

  Going down that path, though, would you document the whole journey? What would you do for like brand leverage in the long, like the best long-term way possible?

• 3:13Speaker 00

  I mean, what's going to matter more is that once you become a doctor than that's like, you're using the establishment as your brand credibility.

• 3:19Speaker 01

  Hmm.

• 3:20Speaker 00

  So it's not a fair comparison for being real, right? It's not a fair comparison to say, uh, would me with an MD be more successful than me without an MD? It's more would me with an MD, starting with a six-year, not head start, whatever the reverse of that is, be more advanced than me with six-year head start without an MD? So which of those do you think? But you don't want to make money. I can't remember. What was the whole thing?

• 3:40Speaker 01

  The, the goal isn't like making.

• 3:43Speaker 00

  This is why, just so you guys know, my biggest pet peeve in the world is that. Because, and I'll tell you why, I'll tell you why. This decision is so hard for you because you have nothing to optimize against. Like solve my life decision. What do you want? Don't know. Hard to solve. Right? If you said, I want to make more money, cool. Easy leverage to pull. Make big number go up. Happy face. Right? If you're like, I want to have impact, then it's like, cool. Make the number of people that we're, you know, interacting with go up. Happy face. If it's, I'm just not sure what I want to do with my life, that's a you thing. Once you figure that out, like figuring out what to do is the hard part. Getting it's the easy part. And I think way more people get stuck in the just years of like, I'm not sure what to do. And it's because they're afraid of making a decision. They're afraid of the path not taken.

• 4:25Speaker 00

  And so if you think about what deciding is, decidera, it's Latin, right? Which means to cut off. And so the question is, which, which future do you want to cut off? When you're 85 and you look back, which one do you regret more?

• 4:36Speaker 01

  Not doing MD, perhaps.

• 4:38Speaker 00

  Done.

• 4:38Speaker 01

  Yeah.

• 4:39Speaker 00

  That's right. So you just have to eat shit for six years and realize there's not going to make so much and that's the trade.

• 4:43Speaker 01

  Cool. Thank you.

• 4:44Speaker 00

  You bet.

• 4:44Speaker 01

  Thank you. Appreciate it.

• 4:49Speaker 00

  Yes, sir.

• 4:49Speaker 01

  Hey, Alex. Thanks so much. I just wanted to follow up to your question. You don't need to be an MD to do all that stuff. I'm an MD. I went to Harvard Medical School. There's nothing new. Before it was an indoctrination center, by the way.

• 5:00Speaker 00

  He knows that, though. He has his own thing. He's got to do that for himself.

• 5:03Speaker 01

  Yeah, you don't need an MD.

• 5:04Speaker 00

  Yeah.

• 5:05Speaker 01

  But my question is, so I...

• 5:07Speaker 00

  He's already making money.

• 5:08Speaker 01

  Yeah, exactly. You're doing great.

• 5:10Speaker 00

  He's already making more than the starting salary, working part-time.

• 5:13Speaker 01

  Yeah.

• 5:13Speaker 00

  Yeah. It's like, imagine if he worked full-time.

• 5:15Speaker 01

  Right.

• 5:16Speaker 00

  That's his journey.

• 5:16Speaker 01

  Yep. So I run a clinic that's, does mostly telehealth, and part of it is in-person, a highly technical procedure called TMS for depression.

• 5:26Speaker 00

  Okay.

• 5:26Speaker 01

  We do about 3.5 in revenue. It's our eighth year. I started right after residency. I would like to be about 5 million in revenue. And what's stopping me is, first of all, the in-person procedure is a highly technical procedure, requires a lot of training, and not a lot of other referral sources know about it.

• 5:44Speaker 00

  Right.

• 5:45Speaker 01

  A lot of people are depressed, but nobody really thinks, people think it's ECT, or you're getting electroconvulsive therapy. It's covered by insurance. We take all insurances. So for that, it's finding referral sources, getting trust from clinicians who want to refer, or direct-to-consumer marketing.

• 5:59Speaker 00

  Mm-hmm.

• 5:59Speaker 01

  And then for the telehealth portion, retention of clinicians who often quit, and finding patients. So it's very hard to hire a nurse practitioner, even who makes $190,000, $180,000. By the way, great career, a lot of money right out of school. But when they leave, we are devastated because they have hundreds of patients, and we have to hire again really fast. So that's limiting our growth, just off the top of my head.

• 6:22Speaker 00

  Okay. So what's stopping me is, you would like more patients, not sure what source to get them from. You do have some issues where if staff leaves, that limits your supply, and you want to grow by 30%.

• 6:35Speaker 01

  Yes.

• 6:36Speaker 00

  Okay. So right now, can you handle more customers or not?

• 6:41Speaker 01

  Yes.

• 6:41Speaker 00

  Okay, how many more customers can you handle?

• 6:43Speaker 01

  It's a balancing act between.

• 6:44Speaker 00

  Thirty percent more customers?

• 6:45Speaker 01

  Yeah, balance like, like I'm hiring two or three new clinicians a year.

• 6:49Speaker 00

  Okay.

• 6:49Speaker 01

  We can never fill them and then they get angry and they want, they're like, I have, I signed up for full time. You're only giving me half time and we won't pay you per hour. So the way we compensate needs to probably be thought out.

• 6:59Speaker 00

  Okay.

• 6:59Speaker 01

  Yeah.

• 7:00Speaker 00

  I don't have any MPs that work for me, but I would probably try and ask like, what do you want? What would make this opportunity compelling enough for you to stay? Because we want to just continue to invest in you.

• 7:10Speaker 01

  Mm hmm.

• 7:10Speaker 00

  It makes it difficult for us to do that if we're not sure if the investment walks out the door within 12 months. Now that being said, someone stays five years. You won, you know what I mean?

• 7:18Speaker 01

  Yeah.

• 7:18Speaker 00

  You had a pretty good, pretty good stay. So you are a demand constrained. So it's basically, you need to get more patience. You get more patience, you can fill up the NP's. If you fill up the NP's, they'll be happy, be more likely to stay because they actually have a full roster. They're making as much money as they want.

• 7:31Speaker 01

  Yeah.

• 7:31Speaker 00

  Okay, so we have a demand constraint, just from a focus perspective. Okay, so if you demand constraint, then you, you alluded to earlier, we can do, uh, you know, there's, you know, there's an affiliate path. That's one way, which is you can find other providers who send you, send you business. Uh, but you're seeing a lot of them don't know what you do. Obviously you could solve that with education and outreach. We could do direct to consumer. The question is. The thing is, is that.

• 7:51Speaker 01

  We do Google or Facebook ads currently.

• 7:53Speaker 00

  Yeah, I mean, I like directing consumer personally, just because most people in that space suck at advertising, so it's like not that hard. But the reason, so something of this is, I'm going to go like underneath of your question to something that I think will be more valuable for you. Which is you have the Harvard medical, et cetera, background and you're probably a very bright guy. You have to take how you advertise down a hundred fucking levels. I'm being super real with you.

• 8:17Speaker 01

  Yeah.

• 8:17Speaker 00

  There's a reason that I run every single piece of copy through Hemingway and I get it, you know, below fifth grade, ideally below third grade. Uh, reading level, because if someone has to pause when you say a word, you've lost them. Because you're already on to the next word and they're like, what did that other word say? And then they're trying to think like, what does this mean? They're not listening to what they're, they're trying to decode rather than just immediately absorb. And so I'm, I, the more I've been doing this, the more I'm an advocate of clear over clever. And for your marketing, you said, uh, not your marketing, for, for the business, you said, it's highly technical. It's very advanced, it's hard to train people up on this thing. It's hard to explain, uh, how this works, insurance covers it. If I'm the consumer, I care about sad face, go happy face.

• 8:59Speaker 01

  Mm hmm.

• 8:59Speaker 00

  Right? And I care about insurance covers. So if you say, I'm Harvard medical doctor, I tell you, you sad face, I can make you happy face and insurance covers it. And it's more effective than talky talk. I'd be like, fuck yeah.

• 9:14Speaker 00

  Right?

• 9:14Speaker 01

  Yeah.

• 9:15Speaker 00

  And I think honestly, that's probably what's missing in the advertising and sales process, which is you need to strip away everything that you currently say that's medical and just speak to what the avatar, you know, the customer who is depressed would meet them where they're at. And I think that if you, if you can advertise in that way, any of these channels will work. But I do think that if I were you and swapping places, I'd probably go the ad channel personally.

• 9:39Speaker 01

  Okay. How about telehealth? Is there something different there?

• 9:41Speaker 00

  No, same, same.

• 9:42Speaker 01

  Yeah.

• 9:42Speaker 00

  Yeah, I would say local is, if I had to pick like, what's the easiest button? Local services that are high ticket is like, like it's hard to lose money.

• 9:53Speaker 01

  Okay.

• 9:54Speaker 00

  Because you have, because in person, you have so much less sophistication in a local market and local competitors. And so it's like, if you, if you study the stuff that we do, when we're competing on a global level and you put it in, you know, Kentucky, you crush everyone. It's like not even close.

• 10:09Speaker 00

  You just drop a pin on the map. You say, okay, you know, 25 mile radius and like, you're just competing against everybody in the 25 mile radius. You're probably the only Harvard guy who's doing this in the 25 mile radius. So you literally are.

• 10:18Speaker 01

  I'm in Boston, unfortunately. So I have MGH Brigham, that is real, they're all there.

• 10:22Speaker 00

  Whatever, fuck it. It doesn't matter. So like, I stand by my original statement. But like, but the thing is, is here's the good news, is that the thing that makes you great, right? You're very smart, did the medical stuff, all that is actually, is going to be everyone else's weak point, right? Cause all of them, you probably know this, all of them have massive egos. And all of them are like, well, if they can't understand me, then they're too dumb to be my patients. Like, yeah, and you'll just be poor. Whatever. So as long as you can just basically quiet that part of your brain and turn on the, how do I make this as simple as possible so they understand it? You'll still crush them and then they'll be upset and assume you're doing something wrong or you have somehow made money in a way that they would not prefer.

• 11:03Speaker 01

  Right.

• 11:04Speaker 00

  And so I will translate because you will start advertising and the more of my stuff that you go through and work with us on it, the better it will work and the more they will hate you because you're doing something that they don't do. And then they're just going to decide that morally they're superior to you because you've lowered yourself to advertise your business, just as a prep.

• 11:21Speaker 01

  Thank you so much. Thank you.

• 11:23Speaker 00

  By the way, if you ever get like hateful comments, the easiest translation in the world is you live your life in a way that I would not prefer. It's just the easiest thing. Like that's how I've gotten over many, many, many, many negative comments like, I can't believe it's a he lives his life in a way I would not prefer. Okay, you can live your life whatever way you want. Yes, sir.

• 11:40Speaker 02

  Hey, Alex. Name's Zach. I sell property damage repairs, so emergency services for residential and commercial clients. So pipes break, wildfires, hurricanes, we do that kind of stuff. These 13 and a half million dollars in revenue.

• 11:51Speaker 00

  2.5?

• 11:52Speaker 02

  13 and a half.

• 11:52Speaker 00

  13.5. Nice.

• 11:54Speaker 02

  Want to be at, well, a hundred million dollars is long-term vision. So that's a plan. What's stopping us right now is insurance covers most of our clients' bills. Our now landscape in California is they're exiting, dropping a lot of coverage. We've noticed over this last year alone that a lot of clients that have property damage aren't being covered. So we're having to, we're going from being able to just start work to low cost estimates and price bidding wars. I'm watching the landscape turn into kind of a red ocean in my mind and I am wanting to launch, kind of get out of a red ocean, wanting to launch into a kind of Costco-like membership where we sell subscription access for low cost services, just as a way to try to swim uphill.

• 12:33Speaker 00

  You mean like a home services membership?

• 12:34Speaker 02

  Yeah, home services membership. Yeah, exactly. As an alternative to insurance as most people aren't, or less than most people are being covered. I guess where I'm going with it is I've heard a lot about focus in this conversation or in the last couple of days and I'm trying to figure out balancing focus versus needing to pivot when I have big questions about our industry and the viability of it. Real quick, guys, I have a special, special.

• 12:57Alex Hormozi?

  Gift for you for being loyal listeners of the podcast. Leila and I spent probably an entire quarter putting together our scaling roadmap. It's breaking scaling into 10 stages and across all eight functions of the business. So you've got marketing, you've got sales, you've got product, you've got customer success, you've got IT, you've got recruiting, HR, you've got finance. And we show the problems that emerge at every level of scale and how to graduate to the next level. It's all free and you can get it personalized to you. So it's about 30 ish pages for each of the stages. Once you get to the questions, it will tell you exactly where you're at and what you need to do to grow. It's about 14 hours of stuff, but it's narrowed down so that you only have to watch the part that's relevant to you, which will probably be about 90 minutes.

• 13:41Alex Hormozi?

  And so if that's at all interesting, you can go to acquisition.com forward slash roadmap. R O A D map roadmap.

• 13:49Alex Hormozi?

  Are you all in California right now?

• 13:51Speaker 02

  Majority of our work's in California. We travel a bit for, but that ends up being in Florida for hurricanes and

• 13:57Alex Hormozi?

  So you're national?

• 13:58Speaker 02

  We travel nationally. Yeah, but I'd say 70% of our work is California.

• 14:02Alex Hormozi?

  Okay, got it. Are you growing?

• 14:04Speaker 02

  This year, no, this year we, we've taken a hit.

• 14:07Alex Hormozi?

  What was last year?

• 14:08Speaker 02

  Last year was 13 and a half. This year it's a bit seasonal, but this year we're probably going to be closer to 10.

• 14:12Alex Hormozi?

  Okay. What are margins?

• 14:14Speaker 02

  Bottom line's 35%.

• 14:16Alex Hormozi?

  Okay. I mean, do you have a lot of fixed costs or is it mostly variable so that like at 10, you'll just still do three and a half million in profit and at 13 you did five or whatever, four and a half?

• 14:23Speaker 02

  It's, yeah, a lot of variable cost.

• 14:26Alex Hormozi?

  Okay, got it. And so to restate the question, it's, should I change my business model from what I'm currently selling? And how do you get customers right now?

• 14:35Speaker 02

  I know most of it's online. So like Google PPC.

• 14:38Alex Hormozi?

  So PPC is the primary source. Like people search, I have an emergency, blah, blah, blah.

• 14:41Speaker 02

  Water break, you know, someone come help me. They call us.

• 14:44Alex Hormozi?

  Got it. That's how you're getting customers now and you want to switch the whole business to the membership model.

• 14:50Speaker 02

  Yeah, because we had customers originally calling years ago, covered by insurance, price insensitive clients. We could charge premium rates, make our margins now without being covered. They're, you know, price shopping a lot more of their work. Our model isn't working well for that low cost.

• 15:06Alex Hormozi?

  So.

• 15:08Speaker 00

  Two possible paths to solution and you know, changing the entire business is typically is like in my opinion, like the Armageddon button of like, let's blow the world up. So it's like, are there other things that we could do beyond that? That's not blowing the whole business up. And I think the simple one is like, is there just another place I need to get customers? Who already have full coverage? Now, if you think that all carriers across the US are now changing all of their policies, then that's a systemic issue. So then it's like, okay, then maybe, maybe we have a model thing. Or is there a way that we can test sales process? So that we can just get, basically if we have first contact, we can just close. And if we can do that, then it's like, okay, great. So we're going to do a blend of cash and insurance. We get sub cash upfront and then, and then we'll get insurance on the back. So the cash covers our cost to acquire. And then, you know, basically we make our nut on the back.

• 15:53Speaker 00

  The difficulty of switching to what you were considering, just so that you can kind of see like, okay, this woman's really cute. She seems nice. And then you get home and she has pictures of every guy she's ever dated on the wall. And you're like, this is weird. And then she like keeps little clocks of their hair and you're like, that's not what I expected. So the issues with the, the model that you're getting into or the considering is like, if you think that it is hard and competitive to sell, when part of it is being covered, it is even more competitive when none of it is being covered. And selling a one-time solution when someone is in pain is way easier than selling a recurring solution when someone's not in pain. And I have, I've seen a, I've seen a huge, huge number of businesses in the home services space, typically venture backed, that are trying to do this, uh, membership model.

• 16:38Speaker 00

  I've yet to see someone who has done so profitably and well. What I have seen is guys who will come in to fix the HVAC and then get people into memberships. That works especially well. And so I think the easiest, like 1.0 test for you would be, continue to respond to the increase that you're getting that are emergency based. But then don't let that be the only sale. So once people, you know, once you do the work or whatever afterwards, it's like, hey, by the way, let's get like, let's make sure that this doesn't happen to you again. And that would actually make a lot of sense. And if you can't close those people, then definitely don't switch the model. But I'll bet you that there is a very compelling offer that can be made on the backend of the emergency thing. Because the thing is, it's emergency for you is there's like levels of emergency.

• 17:21Speaker 00

  But if it's Vegas and your AC goes out in the summer, it's a fucking emergency. And so in terms of sellability, it actually, the whole sales motion works the same way. Which we can walk you through.

• 17:33Speaker 02

  Cool. Thanks.

• 17:34Speaker 00

  Yeah, you bet.

• 17:35Speaker 04

  My name's Tyler. I'm the founder of Fluent, which is just an influence relations agency. We do about a million a year in revenue, but we'd like to get to a million a month, 12 million a year. I think the biggest thing that stops us is that we're trying to, we're trying to get our name out there a little bit more. So a lot of what we've been doing has been kind of just behind the scenes. Um, we do influence relation services with marketing agencies, companies, like we just provide them with influencers that they need. And on the back end, we manage influencers as well. And I feel like we're struggling to have more companies find out who we are and what we do. And having

• 18:08Speaker 00

  You should use influencers.

• 18:09Speaker 04

  We're struggling to get influ- Well, yeah, right. And we're also struggling to have influencers find out who we are, what we do. And I think a part of it is just because if you're a company and you get a lot of success from us, you're not going to want to go tell other companies, obviously. And if you're an influencer, you're getting a lot of deals from us. You don't really want to go tell a bunch of other influencers as well. And so I think we're struggling a bit to just get our name out there a little bit more. And um, I think that's our biggest constraint.

• 18:32Speaker 00

  So your domain constraint. Cool. So we just gotta like run ads. Why aren't you doing that?

• 18:37Speaker 04

  I don't know.

• 18:37Speaker 00

  Yeah.

• 18:38Speaker 04

  Haven't thought about it.

• 18:38Speaker 00

  I think that would work pretty good. And all you have to do is get one of your influencers to be the influencer in the ad, tell their story, run it to everybody else. And I'll bet you with targeting, you can get, you know, people over X followers, things like that. Cause the nice, the thing is, is like, in a lot of ways, you have like the easiest offer in the world. You have following, you don't have money. I give you money. And then marketers, it's like, hey, you have no brand. We have people with brand and audience. Let's have fun. Like, I feel like the offer is like really straightforward. It's very easy to understand. You can say it quickly. It's something for almost nothing. I like, this is a really easy business to advertise. I just run ads.

• 19:16Speaker 04

  And so I, I, right. And I guess one question, so I, we considered it, but obviously we were kind of thinking of the more better news sort of thing. And so the previous year, we did about 250,000 in revenue and then we Forexed.

• 19:27Speaker 00

  So you Forexed. So what was, okay. So how did you get customers last year?

• 19:30Speaker 04

  Just organically, really just word of mouth type of thing. So there were some influencers telling each other about us, kind of.

• 19:37Speaker 00

  Four times.

• 19:38Speaker 04

  Yeah. But it was more that the influencers we worked with, we just figured out ways to make them more money.

• 19:43Speaker 00

  Okay.

• 19:44Speaker 04

  And so we were trying to like, I guess I'm just trying to figure out is if it, do we keep doing that? Do we go into ads? I guess it's just a weird.

• 19:51Speaker 00

  Yeah. So with the business that you're in, like more word of mouth is tougher. Like if you were a software and we could just like know that what's our viral coefficient and be like, all right, this is what we need to optimize towards. And then we're, you know, we're blowing zillions of users through there. Then like, yeah, I'd be like, we can just compound off of word of mouth, especially if it's like a consumer product, right? Yours is B to B on both sides, kind of. It does make kind of word of mouth a little bit more difficult. I would lean towards, like my initial gut is just immediately doing the ads thing. If there was a strategy that you were using to, to get the referrals, then obviously we would juice the hell out of that first. But I'm going to guess, this is just me guessing, just having seen a lot of companies similar, there's going to be a limited runway for that. It's just more likely you're going to have to develop the sales motion. That's, that's, that's the cold traffic.

• 20:33Speaker 04

  And I think we can, I think we can make it happen because like on the million we made last year, we profited like 900,000 or so. So we can make it happen. Okay. All right. Thank you, Ben.

• 20:41Speaker 00

  Yeah, you bet.

• 20:43Speaker 05

  Hi, everyone. I'm Shaggy.

• 20:45Speaker 00

  Shaggy.

• 20:45Speaker 05

  Yes.

• 20:46Speaker 00

  All right.

• 20:47Speaker 05

  See, you won't forget that.

• 20:48Speaker 00

  Yeah, Scooby Doo.

• 20:48Speaker 05

  My real name is Shariella, but.

• 20:50Speaker 00

  Shaggyella.

• 20:51Speaker 05

  Yeah, people go with Shaggy. So I sell beautiful, custom porcelain veneers to anyone with healthy teeth. So we don't do dentures. It's like the smile makeovers. Uh, last year we did 2.4 million and I would like to be at 5 million revenue for each location across the nation.

• 21:09Speaker 00

  How many locations do you have?

• 21:10Speaker 05

  We have two right now.

• 21:11Speaker 00

  Okay.

• 21:12Speaker 05

  Our second one is struggling. So I, I know, Alex, like you, I was like laughing so hard because you're like, oh yeah, the, we just have to open up the third and I want to open up my third here in Vegas.

• 21:25Speaker 00

  Sounds like a good idea.

• 21:26Speaker 05

  At the comments. I know.

• 21:27Speaker 00

  Right.

• 21:28Speaker 05

  And so.

• 21:29Speaker 00

  It's like, if the first one was here and the second one, and then this one came up a little bit, now we're less profitable, then the answer is definitely to add a third.

• 21:35Speaker 05

  Yeah, it totally makes sense, right? I know, I'm crazy. So originally like, you know, I, I came in here because I was like, I just need to find the perfect team to get me like across the nation, right? We're going to open up so that way people have someone that they can trust and then doctors don't hate their lives because they're changing people's lives instead of just drilling, filling, you know.

• 21:55Speaker 00

  Drilling and filling.

• 21:56Speaker 05

  I'm going to solve. Yeah. Well, yeah. And so that's originally what I came here for. And now I'm focused on revenue. So now I have to figure out how can we increase the revenue? More Google Ads, more LinkedIn posts? Do I become the Alex of cosmetic dentistry? You know?

• 22:16Speaker 00

  Yeah.

• 22:16Speaker 05

  Yeah.

• 22:17Speaker 00

  So first off, great, you know, kudos on focusing on making more money. For a model like yours, it's absolutely a, it's a, it's a mousetrap thing. So there's going to be a brand. So you being the face of the brand, I don't think is a bad idea. I think that's fine. But most of the people who I, who I see really succeed in that space are, they're basically doing very regular collab posts. We have people who are prominent, semi-prominent, um, showing off their, their results. You, if you want, you know, offering some sort of discount in order for people to do that, you might be able to just get away with it anyways. And not offer a discount because some people are very happy with it. I don't know the spaces well, well, I don't know the sensitivity in your space to showing off the smile. In the plastics world, some people, depending on the plastic surgery, you know, some women aren't like as apt.

• 22:58Speaker 00

  Obviously it's coed for what you're doing, but yeah, collaboration posts in terms of building out the brand long-term. But in terms of increasing revenue, you gotta get more customers because I'm guessing average case is what? $20,000, something like that?

• 23:08Speaker 05

  Yeah, 15 to 50.

• 23:10Speaker 00

  Okay, yeah. So, you know, when I hear 2.5 million, I'm like, okay, so you did 100 ish cases last year. So that's two a week between each location. So it's one person per week, per location feels super slow.

• 23:22Speaker 05

  And we can do it like every day.

• 23:23Speaker 00

  Right, yeah. So you have like, it's like, instead of being like, okay, I want to get across the nation. It's, I think the, how long does it take to do one of them? A full day?

• 23:31Speaker 05

  Just four hours.

• 23:32Speaker 00

  Four hours, can you do two in one day?

• 23:33Speaker 05

  Yes.

• 23:34Speaker 00

  Okay, so you have the potential to do 10 a week, right? So you could be at a million a month per location. So you have 25 million just within your existing capacity. And you're doing 2.5. So you have a 10x without increasing any capacity. Like when you're like, I want to open up three locations, like for why? It's like we, like, like, let's go from, you know, 2.5 to 25 with the two we've got. And until we're at 25, why bother? Like, let's just milk this because fundamentally, all we have to believe is that you can get 10 people in a local market to say they want to fix their teeth, all cash, correct?

• 24:07Speaker 05

  Yes.

• 24:08Speaker 00

  Okay, so you just have to have a local ad strategy and you continue to make the content. Cause it's, it's going to be a combo. It's going to be a combo because the brand is going to be for sure a huge source. You know, Instagram DMs, people saying like, oh my God, I've been following your page for however long. Just making sure that in your stories, you're regularly doing CTA so that you can, you know? Siphon that. The next thing is that people who follow you, you should immediately have your staff DM them. Just like a quick triage question. So right now, how many people do you have on Instagram follow you?

• 24:34Speaker 05

  Sixty seven hundred.

• 24:36Speaker 00

  Great. Do you know how many you get a month?

• 24:38Speaker 05

  No.

• 24:39Speaker 00

  Okay, worth looking at.

• 24:40Speaker 05

  Okay.

• 24:41Speaker 00

  You can find out in exactly 10 seconds. So 10 seconds from now, when you know that number is, let's just say that you're getting 100 followers a month net. Basically, those 100 followers, that's three a day. You just have your front desk, you know, DM them all and say, hey, three new people every day. Are you here just to like look at the smiles or because you're actually thinking, considering this, you know, for yourself? And right there, you just created yourself 100, you know, leads a month, maybe one out of four says, yeah, I'm kind of interested. Cool. Well, there's 25 qualified leads per month, 25, you know, interested leads. So it's like, okay, well, there's 25 consults a month. That's just from, that's like, boom, there's that, right? So I was just watching you take notes to make sure.

• 25:16Speaker 05

  Yeah, sorry. No, yes, thank you.

• 25:18Speaker 00

  So basically, the great thing about your business is that it's easy as shit to advertise and because it's so visual, right? So, you know, it's literally like sad face, happy face, like it works, right? It also is so easy to do collaborations with. And the, the other thing that's amazing is that the margins are insane. And, and the other thing, if, but wait, there's more. Everyone you're competing against is not a business person and sucks a business. So it's like, my God. So yeah, all that to say, yes, go from 2.5 to 25. Don't open up a third location. We need to increase demand. One of them is you can milk your Instagram way more by doing collaborations, you know, doing regular CTAs. And then having people who follow you, DMing them for, to see if they're interested. That's like level one. And the second is getting the ads going, which you need to do in a, we're happy to walk you through.

• 26:04Speaker 05

  What's CTA?

• 26:05Speaker 00

  Call to action.

• 26:06Speaker 05

  Thank you. Sorry, I do know that. And then the other, as far as the collaborations, do that with my personal page or with my business page?

• 26:16Speaker 00

  You can do all three.

• 26:16Speaker 05

  I do have other doctors. Okay.

• 26:18Speaker 00

  Cause you can do, I think, I think, did anyone know how many, I know you can, at least for sure, you can do three. You can do five. Yeah, you can do five. You can do your, your doctors, you, the location and the person.

• 26:28Speaker 05

  Okay.

• 26:29Speaker 00

  Do it all.

• 26:30Speaker 05

  Cool.

• 26:30Speaker 00

  Have a dance. Yes, absolutely. Uh, yeah. So my name is Dominique and I'm with the DeepPockets team. DeepPockets. Yeah. We've essentially made 20 million in revenue across all like a different company.

• 26:41Speaker 06

  Companies. So we have quite a small um core team that kind of essentially starts.

• 26:45Speaker 00

  The company is called Deep Pockets?

• 26:48Speaker 06

  Yeah.

• 26:48Speaker 00

  Okay, cool.

• 26:49Speaker 06

  But we've, we've started like a bunch of different businesses.

• 26:52Speaker 00

  It's a holding company.

• 26:53Speaker 06

  We have an umbrella company called Swaggy Inc., but then we just start different businesses that we essentially have been doing really well in.

• 26:59Speaker 00

  Okay, so you guys start companies and incubate them, yes?

• 27:03Speaker 06

  Yeah, right now Deep Pockets, this is our financial literacy program where we just sell educational um content to traders and anyone who wants to like branch out for that for Farc's. But we have a small core team and what I was essentially asking, for any business other than the CEO and like the founder, what would be the three core members or ro- roles that any business would need in order to succeed? Cause right now we do have some employees that kind of are flexible in what their roles are and we're, they're looking at like just being a key asset to the team. But don't have an actual job description or name for that.

• 27:39Speaker 00

  So the first thing I'll do is I'll just kind of challenge the question, which is that it's not like, what are the three key people? So I could just be like, I'll reject the premise. It's more so what are the functions, what things must occur in a business? And whether one person does them or twenty people do them, these things have to happen, right? At the most foundational level, you have to have somebody who can promote, right? Somebody who can advertise, let people know about the stuff, right? Now that also technically includes conversion. So that one person who goes and gets customers. The other person is the person who builds the thing, right? Who's the one who's ahead of product? Or the service, making sure that it continues to be exceptional. And then the third kind of function is who's running the day to day, who's operating, who's leading the team? Who's continuing to basically build the culture, who's the one who's, you know, recruiting the people in, setting the standards for how the company runs?

• 28:24Speaker 00

  Now, there's the things that have to occur. One person can do all three of those things. It's difficult, hard to find, easier to find three people. Sometimes you find six people um who can do those things and they have, you know, varying degrees. Like I can build product stuff, I can also advertise and I can operate to a degree, right? Operations is not my strongest suit. That's where Leila is, you know, a G, right? And she can also obviously advertise, she has multiple million followers that she has and she also like can do product stuff. But she probably, if I were to pick two of those three buckets, she's probably more advertising and ops with ops being the primary. And so if you're asking the question of like, who do we need to hire for each of our portfolio companies? I would just say, where's the deficiency with each of those companies? And does that deficiency?

• 29:05Speaker 00

  Tie to the constraint of the business. So if you're demand constrained and no one in the company knows how to advertise, that makes sense. If you're demand constrained and someone, oh, sorry, you're not demand constrained and no one knows how to advertise, who cares? It's not the constraint today. So we still always start with, are we supplier demand constrained? And if, once we know which one we are, because you really can, for the most part, just be one of the two, we basically ignore everything else on the other side. And until we have a, you know, once we've cracked demand enough that we now are, have supply constraints, then we fix supply. And then we ignore demand. And basically, there's a very, there's a cadence, kind of a rhythm to it of alternating between the two. And so Leila and I joke, which is like, one of us is always killing ourselves. Never both of us at the same time, same time.

• 29:49Speaker 00

  So it's like, I'm like, oh, God. She's like, hey, we need to, you know, fill up these counters. I'm like, all right, I'll, you know, I'm gonna go drum my, drum my whatever and then get, you know, get these counters filled. And then after that, I'm like, we're good, you know, great, all right. And then I just hang out and then she's like, oh, my God, we need more people to deliver so we can expand the counter availability. And so it's really gonna, it's gonna be normal to change between those things.

• 30:09Speaker 06

  It's a little bit of a drama, but I've asked two other reps and they said, you know what? This is Alex question.

• 30:14Speaker 00

  Oh, great.

• 30:14Speaker 06

  Okay, so my name's Annie Williams.

• 30:16Speaker 00

  Nasty ones. Okay, great.

• 30:18Speaker 06

  I'm here on behalf of my husband that we, he owns, he's a CEO licensed for capital direct funding, a lending company.

• 30:25Speaker 00

  Okay.

• 30:26Speaker 06

  Right, so I've actually pulled up every trick I can to get myself here.

• 30:31Speaker 00

  Okay.

• 30:31Speaker 06

  Because he went to your acquisition and he was spilling information. I love listening because I support him. I didn't know what the fuck he was talking about.

• 30:40Speaker 06

  So then I said, okay, so what, I want to get into on this. I like this, Alex. So we stalked, I had to stalk you and listen to you for six years with Leila. I'm sad that she's not here, but it's okay. You're, you're still just as.

• 30:50Speaker 00

  I appreciate it.

• 30:51Speaker 06

  So.

• 30:51Speaker 00

  Well, I take the credit. She's better, but it's all good.

• 30:54Speaker 06

  So initially, the problem is, which I asked, his dad's a problem. And he is too, because I said, well, what happens if you die? Right? What am I gonna do? He's like, well, CDF will go to you. Hopefully you are gonna be licensed to take it over. His dad was like, no, because you're a woman, you should stay home, take care of the kids. I was like, what?

• 31:12Speaker 00

  What's wrong with that?

• 31:13Speaker 06

  Well, because he grew up with different, he grew up with different culture. Um, my mom, we came here, worked hard. My mom was like, hey, you know what? Women can work and keep their job and keep their money. We're staying here.

• 31:23Speaker 00

  Okay.

• 31:23Speaker 06

  Um, so I've worked all my life until I met him. I was like, oh, I don't have to work. But I still worked, uh, just made it on my own way. Um, now, actually, you're gonna probably see my father-in-law. He will be here next month.

• 31:36Speaker 00

  Yeah, I'm, I'm hitting the full family.

• 31:38Speaker 06

  Let him know. So initially, the problem right now is we found out my husband's the risk man because he does too much and no one can do his job. I said, so we need to automate a lot of things. And most of the time I cannot out speak him because he'll be like, well, you don't know anything about the job. You're right. But I understand when I look at someone, they're not doing what they're supposed to.

• 31:57Speaker 00

  Yeah.

• 31:57Speaker 06

  How do I, so basically from a hundred thirty thousand dollar a month, um, I was able to cut his expenses down to seventy five thousand because we fired five people.

• 32:06Speaker 00

  Awesome.

• 32:06Speaker 06

  One of them was his sister because, um.

• 32:09Speaker 00

  It's one by one, you're just taking them out.

• 32:11Speaker 06

  No, so, I mean, I don't know what's a nice way of saying embezzlement. So I found that out and for the last three years, and believe me.

• 32:20Speaker 00

  Did she lie about it?

• 32:21Speaker 06

  She blamed the dad.

• 32:22Speaker 00

  So she, so it's fraud and embezzlement, little, little one-two.

• 32:24Speaker 06

  They're, they're like kinda doing this blending, this toxic relationship going on. So we're like, so most of the part, his dad's a closer. So the bottleneck is him, you know, the, so we, we had no problem getting leads in. The problem is we have a problem closing them.

• 32:37Speaker 00

  Okay, father-in-law is not good at closing.

• 32:40Speaker 06

  He is good at closing. The problem is we just had to get the deal in front of him, which he does. It's so old school because I have to print out everything, right? But the problem is the leads I get to him are good leads. There are clients waiting to help me. I'm, give you my money, take it, right? But he's still choosing out of those, right? The easiest one or whatever that he vibes with. So the problem now is that I said, well, why not hire somebody, right? And we already solved that because I had this whole, my husband's freaking out right now. He's like, you're, he's probably gonna say I'm stupid. I'm like, probably. So I said, don't let your dad hire the person. Let me, even though I don't know what exactly I'm hiring, but according to Tim and a few other reps.

• 33:19Speaker 00

  Okay.

• 33:19Speaker 06

  Hey, why don't you look, uh, ChatGPT, our life, Grok, Claude, everything you think of, we use it. Find, interview ten people and then I will know what the job is. Why don't I hire someone through that, right? Find somebody to exist your dad, to put it in front of him. Then the problem now, he's like, well, what if, right? What if he comes here? And he has this whole idea because I'm not gonna present to him. He was totally against me coming, by the way. So that's another thing too. I got my husband to get life insurance. Cause he's like, okay, so if I die, you have this. I'm like, well, what about the company? Oh, it's gonna go to Annie. His dad didn't like it. So now I said, I didn't do his laundry for a whole week.

• 33:59Speaker 00

  Modern warfare.

• 34:00Speaker 06

  He had no underwear. And he said, you know, I said, I need to come to this. So we hired a nanny, part-time. I'm here. Nanny's there. Everything's all taken care of.

• 34:09Speaker 00

  I'll tell you, probably one of the highest ROI decisions you've made.

• 34:13Speaker 06

  So now is if he comes, there's the idea of what if my father-in-law comes and takes everything he can? And tries to create his own thing and try to cut me and my husband out.

• 34:25Speaker 00

  So do you just need a closer?

• 34:26Speaker 06

  We built capital, we basically scaled capital direct. So we have no problem income, but it's just him.

• 34:31Speaker 00

  Yeah.

• 34:32Speaker 06

  And I was like, why not hire?

• 34:32Speaker 00

  So your father-in-law is the problem. And we'll meet him and he'll have his story. It'll be exciting. But uh, we'll make this, we'll make this a three-parter.

• 34:39Speaker 06

  But where's the tension though? So another thing that I realized and I looked, I'm like, okay, scaling is easy. I can scale my brother's gym. And that's something that I've done on the side and I stepped away. But yeah, so I wanna know if I can.

• 34:52Speaker 00

  What do you do?

• 34:53Speaker 06

  A little bit because I wanna help scale my brother's gym, pull my brother away because I trust him. He's not gonna try to do me wrong like his sister did.

• 35:02Speaker 00

  What about apples and trees? Hmm? No? Just something to think about. Apples falling far from the tree. Sorry, keep going. Yeah.

• 35:10Speaker 06

  Yeah. So I've been the backdrop of my husband's voice to like, hey, why? You know, and I use the Iron Man thing that you did.

• 35:18Speaker 00

  What was your first, what was your first name?

• 35:20Speaker 06

  Annie.

• 35:21Speaker 00

  Okay. So we've got Annie. We've got bro, right? We've got dealing sis, right? We've got hubs, right? We've got father, right? In-law, right? Okay. So this is, this is our, this is our family org chart. Okay? So we've got Jim here. And then we've got capital direct over here, right?

• 35:44Speaker 06

  Yes.

• 35:45Speaker 00

  Okay. Got it. This makes more money than that, right?

• 35:47Speaker 06

  That's what's sustaining our life right now and our lifestyle.

• 35:50Speaker 00

  Okay. And all your father in law does is sell.

• 35:54Speaker 06

  He closes.

• 35:54Speaker 00

  He doesn't even work the leads. He just gets presented the cherry pick.

• 35:57Speaker 06

  Yes, we give him the deal and he just looks at it and underwrites it the way we want to so that we make and help these people.

• 36:04Speaker 00

  Sure.

• 36:04Speaker 06

  And that's it.

• 36:05Speaker 00

  If you had somebody who could do what your father in law does, and maybe it's two people who can do what your father in law does, would that grow the business?

• 36:11Speaker 06

  Possibly.

• 36:12Speaker 00

  Well, you say the only cherry picks the leads that he vibes with. So what about all the other leads?

• 36:16Speaker 06

  They either, so we, the, the, the system that we're using to scale now is approaching notice of sale and notice of default people. So, but they have a limited time. So by the time they get to those other deals, either they lost their home or they foreclose or they just.

• 36:32Speaker 00

  To me, it sounds like you need more closers. If I have something that's timely, you need availability.

• 36:36Speaker 06

  Father in law. The problem is he's not willing to hire and pay that because my father in law acts like he's a CEO, but he's not.

• 36:42Speaker 00

  Right, yeah.

• 36:42Speaker 06

  So that's where I'm trying to like.

• 36:43Speaker 00

  So did your husband hire your father in law?

• 36:47Speaker 06

  No. So Capital Direct was originally my father in law's company.

• 36:49Speaker 00

  And your husband bought it from your father?

• 36:51Speaker 06

  No, we came in.

• 36:54Speaker 00

  Right.

• 36:54Speaker 06

  My husband came in to fix all the problems around it. And instead of like netting, like how they made, I think my father in law was like making under two hundred, three hundred thousand a year. We've made it now over like 1.3 million.

• 37:10Speaker 00

  Heard.

• 37:10Speaker 06

  So.

• 37:11Speaker 00

  So are your names on the documents or is it a hundred percent your father in laws?

• 37:15Speaker 06

  It's a hundred percent my husband's.

• 37:17Speaker 00

  Wait, huh?

• 37:18Speaker 06

  It's a hundred percent my husband's because everything is under his license. Ownership. That's why he's afraid that if I step in, I'm gonna take everything. And I said, to me, it was as a family, because my poor family, family core values are different. I said, well, I still need you, Dad. I still need you to run the company because I don't know how to do this. So.

• 37:37Speaker 00

  So actually, it's funny you say this because we had young girl, his daughter, similar situation, father been running the business for 35 years. She helped like Forex the business. But the father's getting the way of getting, you know, what, what needs to happen, you know, going forward. Super old school, you know, all employees steal, blah, blah, blah, that kind of perspective, right? And so the advice I gave is this, is that you're in an ultimatum situation, which is there's going to be a trade that has to get made, which is. You either trade the growth that you want and you basically stay in the existing construct, which is going to probably be frustrating, but maybe you'll just accept it and be like, well, how many years is how old is he?

• 38:12Speaker 06

  Fifty.

• 38:12Speaker 00

  Oh, he's got time. Okay.

• 38:14Speaker 06

  I know, I know. That's nothing, my mom.

• 38:16Speaker 00

  If he's like seventy eight, I'm like, I mean, we can maybe wait it out, you know what I mean?

• 38:20Speaker 06

  Yeah, I was like, he's still.

• 38:22Speaker 00

  No, path one is you wait for thirty years until, you know, he decides to move on, right? The other alternative is that you just have to confront it, which means that you have to say like, if you don't, we will.

• 38:35Speaker 06

  And what do we do with investors that they were both like, like our, like you look at our website, it's really stupid because it's like, I tell them this because I was like, oh, we value, oh, we're a family owned business. I'm like, no, we're not because you guys are like, fighting like his dad's creating an issue that hasn't even happened yet.

• 38:53Speaker 00

  Yeah.

• 38:54Speaker 06

  And I was like, you're assuming that my husband already died and you're not even going to help me.

• 38:57Speaker 00

  Yeah.

• 38:57Speaker 06

  And I didn't even say I was going to kick him out. I assumed he was gonna stay and, you know, do all that. So I, I don't know.

• 39:03Speaker 00

  Well, I'll, I'll, I'll get your father in law's side of the story, you know, when he comes. Just like, did you have Alex Springer over here?

• 39:10Speaker 06

  He's the guy, he's the bullshit of the bullshit.

• 39:12Speaker 00

  That's fine. And, you know, I've, you know, heard things before, so I, I get it. Fundamentally, you have all the leverage. You have the license and you have the ownership.

• 39:21Speaker 06

  Yeah.

• 39:22Speaker 00

  So everything that exists in this company is your choice.

• 39:25Speaker 06

  Husband's choice.

• 39:26Speaker 00

  It's your husband's choice. If your husband tomorrow said, I, like fundamentally, your husband has to decide whether a short term rift in the relationship with this father is a sufficient price for the growth that you'd like to have in the business. That's the price. If you think that the relationship will be permanently damaged forever, then the follow up question to that is, how valuable is a relationship that gets damaged like that forever from a one time thing? I, this is also unpopular from just being real. But some people, you know, a lot of people are like family above everything. I think it's people who love you above everything. Very different. And I define love by what someone's willing to give up in order to maintain a relationship. And so what am I willing to sacrifice? And so one of these things you will love more than the other.

• 40:12Speaker 00

  Like, do you love the the future, the life that you would like to have? Or do you want to maintain the relationship? There's no right answer here. I'm just saying, like, some people will say, I really, this is more important. I never want to risk that, then, fine. It just means that there's a trade. But you, like, I understand, I know, we could go round and round on this for longer. That's not the point. The crux of this is that there's a hard conversation that has to be had with your father. It's probably your husband who has to do it. Right? And that conversation is going to go one of two ways. It's our way or the highway. I'm being real, seriously. Leila fired her sister.

• 40:48Speaker 06

  Okay.

• 40:49Speaker 00

  Right? Super hard, super fucking hard. And you already did it once. Right now, you had cause, different, right? But like, it's hard. Like, this is, like, the hard part about business is the people. It's not, it's always the people.

• 41:02Speaker 06

  Yes. Okay, I think I have an idea.

• 41:07Speaker 00

  No, but for real.

• 41:08Speaker 06

  Like, you said it's not me, it's him. Like, I, I think, to me, I, I believe in my husband 100%.

• 41:13Speaker 00

  Yeah.

• 41:14Speaker 06

  He said, jump, I said, jump, let's go, let's see what happened. I think he can start over the company and create a whole new Iron Man suit. The problem is the tension between that and investors and the borrowers.

• 41:24Speaker 00

  That, honestly, solvable. Investors and borrowers, solvable. They just want to find a way to get their money back, and you can find that way. Also, when you're an investor, you take on risk, that's part of the game. The crux of this is the conversation that your husband has to have with your dad about how things must happen, which might just be, we need to hire more salespeople. And we're going to do that, and I'm going to do that, period. You can choose to be offended by that and leave. You can choose not to and support us in the growth that we're trying to do to set up our entire family. Which father would you prefer to be?

• 41:54Speaker 06

  The one who have worked together.

• 41:55Speaker 00

  Right, I'm saying, that's what I would say to him.

• 41:57Speaker 06

  Yeah. Well, I will ask him that after he comes here.

• 42:02Speaker 00

  But fundamentally, that's the question is what type of father do you want to be? Weird, because the thing is, is you can do, we're doing this. I have the license, I own the company. We're doing this and you have to approach these as we've made the decision, not we're thinking about and we're considering. We've made the decision, that's how you start this, we've made the decision to hire another salesperson. We're doing this because we want to grow this company for our entire family. The question that I have for you is, would you prefer to be the father who leaves out of being upset for this? Or the one who's going to support us so we can make this a three generation thing?

• 42:34Speaker 06

  I don't know, I feel like he's, my husband's idea that he threw at me right before I came up here was, what if he says, yeah, I want to work together as supportive husband or supportive father, but still go do his little thing in the corner?

• 42:46Speaker 00

  Well, it depends on how much of a wall you can put in that corner.

• 42:49Speaker 06

  Yeah.

• 42:49Speaker 00

  And how many resources, it's like, yeah, that's totally your corner, you can't call anybody. It's like, great, then if you want to go paint pictures in the court, you can do that. Just don't call anybody who we pay to actually do the rest of the stuff.

• 42:58Speaker 06

  Thank you so much.

• 43:00Speaker 00

  Thank you.