Episode 1319: College Hunks Hauling Junk: From Beat-Up Van to $300 Million Brand with Nick Friedman

What does it really take to turn a borrowed cargo van and a catchy name into a $300 million franchise? In this episode of Sharkpreneur, Kevin Harrington and Seth Greene interview Nick Friedman, Co-Founder and Chairman of College Hunks Hauling Junk & Moving, who shares how a college side hustle grew into a nationwide franchise system with roughly 200 franchisees and nearly $300 million in annual sales. He explains why the company expanded from junk removal into moving, what entrepreneurs often misunderstand about franchising, and how strong franchisee relationships helped the brand navigate challenges such as COVID and shifting housing conditions. Nick also discusses bringing in private equity, avoiding entrepreneurial distractions, building an investment thesis, and using books and podcasting to share what he has learned with the next generation of business owners. Key Takeaways: → A simple business idea can become a major brand when entrepreneurs pair a memorable concept with consistent execution over time. → Franchising is not passive income because franchise owners rely heavily on ongoing support, coaching, training, systems, and leadership from the franchisor. → Businesses considering franchising should ideally demonstrate the economics of multiple locations before attempting to scale through franchisees. → Private equity has become increasingly interested in home-service businesses because many essential physical services remain difficult to disrupt with technology. → A clear investment thesis helps entrepreneurs evaluate opportunities based on their skills, values, experience, and capacity to contribute more than capital. Nick Friedman is the co-founder of College Hunks Hauling Junk & Moving, an award-winning franchise he launched with his high school friend, Omar Soliman, in a beat-up cargo van. Today, the company has more than 200 franchises worldwide and generates over $300 million in annual sales. Nick is a two-time Emmy Award-winning producer for Hunks vs. The Hurricanes, which documented the company’s hurricane recovery efforts. He has appeared on Shark Tank and Undercover Boss, and the brand has been featured on The Oprah Winfrey Show, Late Night with Jimmy Fallon, Hoarders, and Hoarding. He is also an Ernst & Young Entrepreneur of the Year winner and the 2024 International Franchise Association Entrepreneur of the Year. Through the company, Nick supports domestic violence survivors with free moves and has helped donate more than six million meals through US Hunger. Connect With Nick: Website: https://www.collegehunkshaulingjunk.com/ Facebook: https://www.facebook.com/CollegeHunksHaulingJunkandMoving/ Instagram: https://www.instagram.com/collegehunks/ LinkedIn: https://www.linkedin.com/company/college-hunks-hauling-junk/ X: https://x.com/CollegeHunks YouTube: https://www.youtube.com/channel/UC-zo_ofBvBf5jTrjpvit_ow

• 0:00Speaker 00

  Welcome to the Sharkpreneur Podcast with Kevin Harrington and Seth Green. Kevin Harrington is the inventor of the infomercial, one of the original sharks from the hit TV show Shark Tank, and has generated over $5 billion in TV and digital direct response sales. Seth Green is the world's first trusted authority on cutting-edge direct response marketing, a bestselling author, and the only three-time marketer of the year nominee. On the podcast, Kevin and Seth interview sharkpreneurs who share straight talk on what it takes to explode your business.

• 0:38Speaker 01

  Forty-nine faces looked to him in triumph. Over the last 12 months, they had each taken turns and promoted his business for a week at a time, driving over $987,342 in revenue. What if you had a network of 50 centers of influence who promoted your business every week for a year? Grab your copy of the number one Amazon bestselling book, The Ultimate Guide to Growing Your Business with a Podcast at 33% off the Amazon price by going to ultimatenpodcastbook.com. Again, that website for 33% off the Amazon price is ultimatenpodcastbook.com. Welcome to the Sharkpreneur Podcast. This is your co-host Seth Green. With me is the inventor of the infomercial and the original shark on the hit TV series Shark Tank, Kevin Harrington. Kevin, thanks so much for being with us as always.

• 1:21Speaker 02

  Hey Seth, great to be here and I'm excited today. We've got a very special guest, Nick Friedman. And we have a, we go way back and we're going to talk about that, but let's get started. Let's jump in.

• 1:34Speaker 01

  Awesome. Well, Nick is the, one of his many roles now is he was the co-founder of College Hunks Hauling Junk. So Nick, let's go, I know you've got your finger in a lot of pies now, but let's go back to the beginning. How did College Hunks Hauling Junk get started?

• 1:50Speaker 03

  Yeah, and I'll piggyback off of what Kevin mentioned. He and I met on, well, we actually knew each other briefly beforehand, but saw each other face to face on the very first episode of Shark Tank, which was, you know, episode one, season one of Shark Tank. But we, a lot of people think that's how we got started, but we actually started in college with a beat-up cargo van. My best friend from high school, his mom had a cargo van. She let us borrow it. She said, you guys could move people's furniture, haul people's junk away, and then paused and looked at us and said, you guys could be college hunks who haul junk. So we just thought it was a funny way to make the phone ring. You know, most college kids would go on, do something in the real world after they graduate, which we actually tried briefly and then said, you know, let's make this a year-round venture. We started franchising.

• 2:31Speaker 03

  As I mentioned, we went on episode one of Shark Tank and I call ourselves a 20-year overnight success. Today, we've got roughly 200 franchisees around the country, almost 300 million in annual sales. So it's been quite a far cry journey from those, those early days, but it just started with a mom's cargo van and a catchy name.

• 2:53Speaker 02

  That's awesome. So Nick, I mean, one of the things that entrepreneurs have to do as they're building their business is sometimes they have to pivot, right? And so you guys, you, the original concept was hauling junk, but that's one source of revenue today. Now, many of your people are also movers and other income streams, right? So what did you do to help your franchisees succeed even more so by adding additional revenue streams?

• 3:24Speaker 03

  Yeah, I think, and you can probably relate to this to your audience as well, as entrepreneurs, it's always a fine line between, you know, going too wide and then also being hyper-focused. And when we first started, we were strictly junk removal. Basically, people would pay us to help them get rid of unwanted items. And when we started franchising, this was right around the 08, 09 housing crisis. So if you were going to pick a time to start a home service franchise that was reliable on disposable income of homeowners, that might not have been the best time in history. And we kind of came back to people, the fact that always asked us, hey, you have trucks, you have strong labor, could you move our furniture also? And we shied away from it because we kept, you know, every time we tried it, we would break something and then we decided, you know what, that's a bigger industry. Can we expand our core competency from just getting rid of people's unwanted items to

• 4:09Speaker 03

  trucks and labor? So we actually, you know, added and moving to our name is probably one of the longer names in branding history, College Hunks Hauling Junk and Moving. It's not quite as simple as batteries plus bulbs. I think when the batteries plus folks added the light bulbs, but to answer your, you know, to your point, Kevin, we realized that we needed a bigger pie to be able to service. And we had the competency of trucks and labor and we just had to get a little bit more careful with how we wrapped the furniture, how we load the furniture, how we transport the furniture. And I think that really put us on a new trajectory as a brand to be able to, you know, service a broader customer segment, a bigger addressable market.

• 4:51Speaker 03

  We still stayed focused on, you know, trucks and labor and customer service and company culture. And that allowed our franchisees, quite frankly, to have higher levels of success that allowed us to sell more franchises and then ultimately grow the brand even further.

• 5:05Speaker 01

  Nick, I'm curious, why did you choose franchising instead of owning every location yourselves?

• 5:10Speaker 03

  Yeah, you know, it's interesting. A lot of times people will approach me about franchising their small business and I actually spend more of the time playing devil's advocate, talking them out of it than talking them into franchising. Cause I think when we got into franchising, we had a little bit of a naive view of what it was going to be involved. It sounded to me like royalties, I equated royalties to passive income. There's nothing passive about franchising. It's a very heavily involved, you know, handholding, very people-dependent, relationship-dependent business model. I think the three reasons that people will franchise a brand is one, they want to expand the brand into other markets quickly. Two, they have limited capital of financial means. And then three, they have limited human capital that they tend to, that they can deploy into those other markets. And I think we sort of checked all three of those boxes.

• 5:55Speaker 03

  We wanted to expand the brand into other markets. We didn't have outside capital, nor had we ever raised outside capital. And we didn't have people that we could go put in these other markets to open up, you know, our, our brand in those markets. Franchising is almost like a micro funding strategy. Once you're set up to be able to sell franchises, it does cost a lot of money to get to that point. Every time somebody buys a franchise, it's a small injection of capital. But I think what a lot of entrepreneurs miss is that you don't just collect that upfront franchise fee and collect royalties and, you know, tell them, we'll see you later. The franchise owner is very dependent on our support, our coaching, our training, our systems. And we probably franchised a little prematurely. We only had the one location.

• 6:36Speaker 03

  I always recommend somebody have a second or ideally a third location proven out with, you know, unit economics that can support a royalty structure before they go out and try to sell franchises. Cause once you leave and what, like, once we left the moving and hauling business or started franchising, we were no longer just in the moving and hauling business. We were now in the franchise business. And that required a lot of learning, a lot of investment, a lot of time, a lot, a lot of headaches, to say the least. And, you know, until we had 50, 100 franchisees, it wasn't, you know, lucrative or worth the, the heavy lift. So I think a lot of people need to know what they're signing up for, if they're going to turn their small business into a franchise brand.

• 7:16Speaker 02

  Cause one of the challenges franchisors run into is they sell franchises and don't realize the, the maintenance that's required. So sometimes some of these people aren't doing as well, they're unhappy, they start talking to other franchisees. I'm sure, especially when, when you've had, you had to go through COVID. I mean, did, did that hurt your business? And like franchisees scrambling, like looking to you to save them from a cash flow, like what do we do? We've got this problem, COVID, right?

• 7:50Speaker 03

  Yeah. If franchisees, they are investors, everybody's invested in the same common enterprise, which is the brand and the system. And there's going to be curveballs that come up, COVID being one of them, or the housing crisis of 08, 09, or even the, the high mortgage rate climate that we're in today that creates some headwinds for the housing industry that, that impacts our business. And so we don't claim as the franchisor to always have all the answers, but we are looked to as the leader, as sort of the beacon of the support and the systems and the brand to help, you know, guide through the, the uncertainty. I would say the broad brush negative slant that sometimes people put on franchising is that if a franchisee is unsuccessful, they may blame the franchisor because, you know, they bought into a system they were supposed to become successful.

• 8:33Speaker 03

  And when they are successful, they sometimes resent the franchisor because they feel like the royalty stream that they're paying, you know, doesn't match up with the value that they're receiving. And so that's why I say it's such a people relationship heavy business because, you know, we're not a dictatorship where we can, you know, yield force to say, hey, you've got to do things this way. But we're also not really, I would say, like a democracy where everybody gets a vote in how the business, you know, operates. I would, I would describe it almost more like a democratic republic. We need the, the franchise order to be a benevolent dictator that still takes feedback from all of its constituents and, and members of the, the organization. Because at the end of the day, everybody wants the brand to succeed. How we succeed, how we execute, that might vary.

• 9:14Speaker 03

  And so, you know, coming through COVID, we had to be very proactive with communication, helping folks to secure their, their funding through the, you know, the PPP, helping make sure they secure the proper, you know, safety equipment, helping make sure that we get designated as an essential service so that we could continue operating the business. So we definitely had a blip where things were very uncertain, like any business during that time. And then of course, we had the big post-COVID boom. And now things have sort of flattened out a little bit, I think, you know, stabilized. But, but yes, it's, it's, it's a critical piece of the puzzle is, is having close relationships with the franchise owners. And you hear about it even at the McDonald's size where they get, you know, sometimes friction with their larger franchise owners and they end up, you know, buying them back or breaking

• 9:58Speaker 03

  up that, you know, large franchise owner unit to individual operators so that they can have a little bit more diversity in their ownership group.

• 10:08Speaker 02

  Yep. There's another junk guy in your business, right? And I'm wondering, do you guys ever get confused in the market? It's what is it 1-800-junk?

• 10:18Speaker 03

  Yeah, yeah. So, uh, so they're sort of, I would describe them as like the McDonald's of the junk removal industry. We're sort of the two men, we're sort of the Chick-fil-A of the industry. We're a hybrid between, let's call it two men and a truck and the got junk. Sometimes people confuse us because our phone number is, is, uh, is similar. Uh, our 800 number, uh, is similar and ours is 1-800-junkUSA. But we're a US-based, we're, we're, because we're doing junk removal and moving. We're, you know, sort of the only franchise that can do both in that example as a franchise system. But they've, they've actually been quite a few competitors that have come since, uh, we started franchising as well. They're in both the junk and the moving space.

• 10:57Speaker 03

  And it's not unlike any other, uh, really industry, whether it's health and wellness, food and beverage, retail hospitality. Uh, there's, there's a bunch of competition. Uh, we try to, I think it's important to maintain friendly relations with your competition. Uh, because all ships can rise with the, with, they're all, all rising tide, you know, raises all boats. You know, we want to be able to collaborate, I think, raise the standard of what clients and customers can expect out in the marketplace. When they hire a service like ours, uh, make sure that we're not beating each other up and trying to undercut each other on price to where we are commoditized. Cause look, people are having an emotional state when they hire a mover or junk hauler. You know, if it's junk, it's creating anxiety and stress in their lives. If it's moving, it's number three next to death and divorce is the most stressful time in somebody's life.

• 11:42Speaker 03

  And usually when there's a, a life event like that, there's also a move involved or in many cases a move and a junk haul. So, uh, the stakes are very high when people are calling us and it's, it's upon us as a brand to train, empower, and provide the tools for our frontline labor to actually remove some of that stress, uh, that, that our clients are dealing with. But, uh,

• 12:02Speaker 02

  So Nick, you, you built this down, you mentioned overall $300 million enterprise sales with all your franchisees counted in, right? Now, as a, as a company, um, you, you're, you're building a tremendous asset and brand. And what, at what point, I mean, 300 million is a great number. Is that kind of where you gotta be for, for private equity to want to come in and make an acquisition? Or what, what, are you building this for an exit?

• 12:33Speaker 03

  Yeah, you know, it's interesting. So we actually brought in a minority, uh, private equity partner about four years ago, coming right out of COVID. Uh, we sold about 25% of the company to a group called Susquehanna Private Capital out of Philadelphia. They run more like a family office, uh, than a pure private equity group. Uh, even though it's private equity, it's three individual kind of self-made billionaires that are investing their capital, uh, into small businesses and, and middle market growing businesses like ours. Uh, private equity has taken a very large interest in not just the franchise space, but the home service space in particular. Uh, because you know, all the different AI, uh, components that are disrupting, you know, whether it's white collar industries or accounting or legal, uh, profession.

• 13:14Speaker 03

  People still need their, uh, air conditioner, they still need their plumbing, uh, they still need their roof fixed. And, you know, they need their furniture moved or their junk hauled away. And so private equity has gotten, uh, involved, not just on the franchise side, but also in rolling up home service businesses in general. In, you know, many of the home service categories. Whereas private equity used to not really be interested or pay attention until you were in the five to 10 million EBITDA or profit, uh, number. They've actually started taking a look earlier stage, you know, one to $2 million annual profit, uh, of businesses that are in home service or franchising. And so, you know, uh, we got a look when we were, you know, meaningfully smaller than we are today.

• 13:53Speaker 03

  Coming out of COVID, I think it made sense for us to partner up with a financial partner that, you know, had a strong foundation and a good reputation. It would be a good steward for our, our future growth and, and help be a sounding board for us. Uh, so to answer your question, I don't think I'll ever completely sell out of the business. I think it'll always be part of my identity. I'll always remain, you know, have some chips involved and be an ambassador and spokesperson. But, uh, certainly at some point it might make sense and be beneficial, quite frankly, to the brand and the franchise system, to bring in, uh, another private equity group, uh, with larger capital, uh, capabilities. Uh, maybe we make some acquisitions, maybe we invest in higher level of marketing and top of funnel to help elevate the brand even further. And so whether I own, you know, 50% of the business or 15%, uh, I'm still going to care about it because it's something that I, you know,

• 14:38Speaker 03

  started at a very young age and I'm gonna, you know, most importantly passionately want to make sure that our franchise owners, uh, have their best, uh, interests looked out for as well in the process.

• 14:48Speaker 02

  What inspired you to write the book and launch the podcast?

• 14:52Speaker 03

  Yeah. So actually Kevin knows the, the guy Vern Harnish, uh, one of the co-founders of the Entrepreneurs Organization along with Kevin, uh, was speaking at a conference, this was 15 years ago. And he said, anybody who's ever written a book says they wish they wrote it 10 years, 15 years earlier. So go start writing your book. If you didn't get, you own it, you're the authority. And so we went to the bar and I guess we were kind of taking them literally. It was like, I guess we gotta write a book. We were about four or five years into our business. Uh, that's the one thing about me and Omar is like, you know, I think a lot of the difference between success and failure in business is just taking action. Whether it's taking action on an idea, taking action on a nugget you learned in a book or at a conference. Uh, you know, the difference makers of people that are actually executing. And so, you know, we were very good at hearing an idea and saying, let's just go do it. So we heard this idea of a book.

• 15:38Speaker 03

  Uh, we said, what is it we wish we had learned when we were in high school and college that we at the time knew, you know, four or five years into being an entrepreneur? Uh, so we wrote it, uh, with, with some help of a ghostwriter. We called it effortless entrepreneur, which is kind of an oxymoron. There's nothing effortless about entrepreneurship. But the idea was when you're in the flow of things, when you're enjoying the process, the creative growth, growth process. To the outside eye, it could be a pure effortless. And I, I reread it recently. It's still, I would say 90% relevant. Uh, so I'm, I'm glad that it's, it's somewhat timeless, uh, information. And then we launched our podcast earlier this year, Hunk's Talking Junk, which is all about leadership, branding, uh, culture and resourcefulness. We've had Kevin on as a guest, uh, from, in our first inaugural year. And, and honestly, I was very hesitant to do that. I had appeared on guests on podcasts like this.

• 16:23Speaker 03

  And afterwards people were like, you should launch your own. And in my mind, I was kind of talking myself out of it. I was like, people don't need to hear another podcast. You know, I don't need another business. I don't need another distraction. But somebody broke it down to me and said, hey, look, your franchise owners, your team members in your organization, they benefit from the information that you can bring to them, whether it's interviewing your successful franchisees, employees, or outside voices like Kevin Harrington, they're going to benefit from hearing that and they want to hear from you. So I, I started doing that earlier this year. Right now we're doing two episodes a month. And honestly, the part that I enjoy more than anything, uh, that I, and I didn't even think I would is, is the, the, a level of mindfulness and presence that I have. You know, as an entrepreneur, I got an ADD mind. I'm kind of all over the place.

• 17:04Speaker 03

  Very rarely do I get to sit with somebody uninterrupted for 30, 45 minutes, ask questions, answer questions, kind of pick up after what they're talking about or saying. And so that actually I found is almost like a meditative experience for me to, to be very present and

• 17:17Speaker 02

  You had me for an hour.

• 17:19Speaker 03

  Yeah, I had Kevin for an hour. We kept, we kept rolling. It was great.

• 17:21Speaker 02

  That's not easy.

• 17:23Speaker 03

  That's right. That's right. It, it was great. So, uh, so yeah, I'm, I'm passionate about, you know, at this point, I'm no longer a young entrepreneur, even though we still have college in our name. I, you know, I'm, I've left the young, you know, long, long ago. I think actually when Entrepreneurs Organization started, it was YEO when Kevin started, it was Young Entrepreneurs Organization. But I'm very passionate about, you know, sharing my knowledge, sharing my experience. I've seen the success it's provided for our franchise owners, team members as well. Uh, I've seen, you know, how committed somebody like Kevin is in, in mentoring the next generation and, you know, being part of other people's success. So, uh, that's as I'm kind of like turning the page in, in the next chapter of my, uh, role as a business owner and, and leader. That's something that I want to continue to be able to do and, and pay forward.

• 18:05Speaker 02

  Fantastic. So Nick, I know you mentioned as an entrepreneur, you always have ideas coming in and out and people coming to you. You had backed a few other things. I know, um, one of them during COVID that didn't come through so well. But you were, you tried some other businesses, picking up trash at people, you know, condos and stuff. So is, do you have any thoughts on the pluses or minuses of those kinds of explorations that, that you've done?

• 18:34Speaker 03

  Yeah. So, you know, I, I suffer probably like anybody from a little bit of entrepreneurial ADD. I say it stands for all damn day. And the challenge is, you know, to a hammer, everything looks like a nail. To an entrepreneur, everything looks like a great idea. That's going to work absolutely. And, you know, Kevin, you can probably relate to this, receiving so many, as many pitches as you do. It's as much the, the jockey as it is the horse, if not more so, uh, that's going to be behind the business, that's going to pursue it. And so every time I've tried to start something, it's been a little bit of a distraction. It's taken my eye off of my core business that was working because I didn't have the who, the people to put in place, either at my core business or at this new venture, uh, that I was willing to bet on effectively to, to make sure that that new venture was going to be a success.

• 19:18Speaker 03

  And so I, I describe those kind of maybe almost as like side quests or, uh, you know, creative outlets for me to kind of explore new opportunities, new endeavors. I'm not, I wouldn't put myself in the serial entrepreneur investor category as, as, as Kevin is. But I, um, uh, I, I definitely have dabbled in it. But what I realized is, you know, right now, the majority of my net worth is tied up and not tied up is, is, is, you know, in college hunks, which is a good thing. But if, if the effort and the energy that I put into college hunks compounds, It's already a three and $100 million business. So if that grows 10% only, that's $30 million. To take a new business from zero to 30 million is going to either require a ton of capital

• 20:00Speaker 03

  or a ton of hard, heavy lifting and years. Cause I saw how hard it was to get our college hunk to that stage. So I think it's just all about opportunity costs, you know, it's either going to be an equation of money, people and time and being able to look at that thoughtfully and not sure, you know, not chase every shiny idea that sounds like.

• 20:18Speaker 02

  Yeah, I'm just gonna say you gotta be careful with shiny object syndrome, right?

• 20:21Speaker 03

  Right.

• 20:22Speaker 02

  And I, as you, I get pitches like crazy and sometimes things, they sound really good, but it's, you know, things require execution, they require capital. So ideas are ideas, you know, it's, it's, you need a team, capital and all the, the elements that you've used to build your core business and, and saying, and you being able to understand what the shortcomings were as part of, you know, what, you know, of what's important because you, you will continue as time goes forward, looking at new opportunities and you may continue to invest in some of these because you, you've built yourself a heck of a business and hey,

• 21:05Speaker 02

  why not explore some other things? But you know, it's, it's good to learn, you know, what does and what doesn't work. So you can pick the right things, obviously.

• 21:13Speaker 03

  Yeah, yeah, that's right. And I think what, what I realized with the minute I started, you know, it was one thing trying to start something on my, on my own on the side. It was another thing investing in somebody else's idea. And what I realized is I need almost a, an investment thesis, if you will, something that aligns with my core values, something that aligns with my skillset and/or knowledge share, whether it's franchising, home services, culture, branding, you know, promotion, publicity, PR, something that I could actually bring value to an entrepreneur through pattern recognition, through making introductions, through, you know, bringing ideas to the table that they can then go and execute. And I think at the beginning, when I was sort of pursuing other ideas, whether it was something I was starting or incubating on my own versus something I was investing in of others, I was sort of

• 21:57Speaker 03

  like, it was very haphazard. It was, it didn't have a, a structure to it. And I think that's the key is having some structure and some criteria to, to help the decision-making process for, you know, not just the financial side of it, but the qualitative side of it as well.

• 22:12Speaker 01

  Yeah. Nick, where can our folks go to learn more about the business, the book and the podcast?

• 22:17Speaker 03

  Yeah. So nickfriedman.com, F R I E D M A N. That's my website that has a link to all my social media accounts. It's got a contact form. You can reach out to me. We, we respond to all of those contacts. It's got information for our book, speaking, podcasts and everything else. So that's probably the best way to get everything in one location.

• 22:36Speaker 02

  You know, one of the things that you've got this network and so there may be opportunities coming your way that can be plugged in to the, the, the college hunk's network where they can have additional profit centers, right? Cause that's, that's been kind of your, you know, you, they were doing junk in the beginning and then they're doing moving and boom, boom, boom, right? So there's probably some unknown profit centers that you will be finding at some point.

• 23:06Speaker 03

  Absolutely. And we're very open-minded to it. I mean, look, when, when people are moving, there's a lot of expenditures that come along with that process, whether it's home furnishings, whether it's alarm and cable and, and internet, whether it's, you know, just change of address or many other things that people end up having to do or spend their money on in that process. And we can be a gateway to that. We haven't completely unlocked that value yet, but I do think there's value within our ecosystem and infrastructure that can be monetized and bring value to our franchise owners, the consumer, as well as other small businesses that may be able to plug into that network and that, you know, that, that ecosystem as well. You're absolutely right.

• 23:45Speaker 02

  Awesome.

• 23:46Speaker 01

  Well, Nick, we greatly appreciate your time. We know it's incredibly valuable. This has been Seth Green and Kevin Harrington for Sharkpreneur with Nick Friedman from College Hunk's Hauling Junk. Check out nickfriedman.com to get the book, Effortless Entrepreneur, or the Hunk's Hauling Junk Podcast. Nick, thank you again for joining us.

• 24:02Speaker 03

  Appreciate it, guys. Great to reconnect, Kevin. Great to be with you, Seth. Thank you.

• 24:05Speaker 02

  Good seeing you, man. I'll see you in Tampa. All right.

• 24:07Speaker 03

  Good. Yes, sir.

• 24:08Speaker 01

  Thanks, everybody for watching or listening. We'll talk to you or see you next time.

• 24:11Speaker 02

  Thanks, Seth. Why do so many businesses struggle while others seem to explode overnight? Do you wish you had the secret to this type of exponential growth? Now I've scaled more than 20 businesses to over $100 million and it's not just luck. In my new book with Mark Tim, Mentor to Millions, you'll learn the repeatable framework I use in all my business ventures for massive success. Order at kevementor.com and get over $1,000 in bonuses. Head to kevementor.com.