What Does Clay Clark Actually Do to Help Grow Businesses? The 3P's In Business + Celebrating the 3X Growth of SafeTransportMoving.com, WhistleWhileYouClean.com & IlluminatedPathways-Therapy.Net

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• 0:00Speaker 00

  You could be anywhere doing a lot of different things, but you chose to be here.

• 0:05Speaker 01

  Some shows don't need a celebrity narrator to introduce the show. But this show does. In a world filled with endless opportunities, why would two men who have built 13 multimillion dollar businesses altruistically invest five hours per day to teach you the best practice business systems and moves that you can use? Because they believe in you. And they have a lot of time on their hands. They started from the bottom, now they're here. It's The Thrive Time Show starring the former US Small Business Administration's Entrepreneur of the Year, Clay Clark, and the entrepreneur trapped inside an optometrist's body, Dr. Robert Zuner.

• 0:51Speaker 01

  Two men. Eight kids. Co-created by two different women. Thirteen multimillion dollar businesses.

• 0:59Speaker 02

  We started from the bottom, now we're here. We started from the bottom and we'll show you how to get here. Started from the bottom, now we're here. We started from the bottom, now we're here.

• 1:10Speaker 03

  We started from the bottom, now we're at the top. Teaching you the systems to get what we got. Colton Dixon's on the hooks. I break down the books. Steve's bringing some wisdom and the good looks. As the father of five, that's why I'm alive. So if you see my wife and kids, please tell them hi. It's the C and Z up on your radio. And now, three, two, one. Here we go!

• 1:52Speaker 04

  John, what do you do? Hop on the mic because you eat that mic. Okay, go for it.

• 1:55Speaker 05

  Uh, we've got a home staging business and a moving business. It's kind of the same thing, one as we move our own furniture, others we move other people's furniture.

• 2:03Speaker 04

  Repeat that again. What do you do? What do you do? Repeat that again.

• 2:07Speaker 05

  Oh, we have a moving company and we also do home staging, which is kinda how we got the moving company started. And so, one is I move our furniture to go stage a listing, let's say a vacant listing, and then we also do moving.

• 2:20Speaker 04

  Okay, so I wanna make sure that you guys understand the relationship that we have. So that way, everybody named Melissa Torkelson understands the relationship we have with each other. And that way, everybody gets it. And then, I'm gonna bring up Kareemay real quick. So Kareemay has the same relationship with we have with her, with you, and then the same one with Josh. So we're on the same page. So Josh, when we charge you $1,700 a month, what does that mean?

• 2:44Speaker 06

  $1,700 a month.

• 2:45Speaker 04

  There it is, okay. Okay, so that's the relationship, okay? And then Kareemay, we charge you $1,700 a month, what does that mean? What does that mean? $1,700. That's what it is, okay. That's what it is. Come on up here. Come on up here, Ronda. Rockin' Ronda. Rockin' Ronda! Let's hear for Rockin' Ronda. Yeah. Yes. She's bringing rockin' to the therapy world. Okay, Rockin' Ronda. Rockin' Ronda, when you pay us $1,700 a month, what does that mean?

• 3:08Speaker 07

  It means it's the best value that I pay every month to get where I'm at today, and I'm very thankful for it.

• 3:14Speaker 04

  So there's a thing called ROI, return on investment. ROI. ROI, you got that? Return on investment? So, most of my clients report a 20 to 1 return on investment for every dollar spent they get back. 20 to 1. That's normally the average, but I don't know that's true, so I don't know. So we've worked together for a long time. You've paid $1,700, which is kinda like you hired a minimum wage guy. Do you make a return on investment? Is it terrible? Is it good? Does it cost you more money? Do you bring in a return? How's it go?

• 3:43Speaker 06

  Yeah, we bring in a lot more money. I mean, I think, I mean, I get to pay you in, you know, fake fiat dollars too. So, I think maybe the, maybe the one thing is, I've been here for eight years. It was, it might have only been $1,400 or $1,500, you know, eight years ago.

• 3:58Speaker 04

  Right. And then, Lowell, Lowell, you're a startup. Come on up here, Lowell. And so, I just wanna be super clear, 'cause I think people, I won't be no vagary about what I do. And so, not, no hard pitch, but no vagary either. Lowell, you pay us $1,700 a month, what does that mean? It means a great deal. Uh, but your website, what's your website? What's your website? DualSayschoolofMusic.com. Okay, and we do, uh, when clients pay us 1,700 a month, we do photography and video and web and search engine. And we have a weekly meeting, but we're available whenever you need us. So if you call on a Tuesday or a Monday, there's no, you don't get charged per call, per email, per hour, right, Melissa? We don't charge per call, per email. So some, some clients who I love a lot, I'll talk to you every day. There's a couple of you I saw today and I'm like, you know how I know it?

• 4:43Speaker 04

  You know how I know it's a new day? Cause I'm seeing you again. Cause we talk every day, cause we're going through that part of the business is tough right now. So we're talking every day. Some of you, I used to talk to you every day, now I talk to you once a month. Some of you, I, I get to see at the conferences. But the point is, I want to make sure you're bringing in more money than you're paying us. That's, that's the main thing, okay? And then there's three different levels of payment. I want to make sure you, I want you to just take notes on this because it's about you, it's about me, it's about a business. I want you to understand this, okay? A business hat, there's the three Ps. And Melissa, I want you to know this, she already know this, but I'm just, I'm picking on Melissa, cause I did her wedding and it's so fun to see you again. And it was the White Hawk, it was your wedding at the White Hawk. That's where it was. It wasn't Steve's wedding, it was the White Hawk Country Club. And there it is. I, I was like, why am I thinking White Hawk? It's because that, there's three Ps in business and it's never gonna be solved.

• 5:28Speaker 04

  There are three problems, three problems in business, they're never gonna be solved. Again, how many gardeners do we have? Gardeners? They're always gonna get a weed, aren't you? You have a garden, always gonna get a weed, right? Who here has a pet? Who has a pet? Anybody have a pet? The problem with the pet is there's always gonna be a problem with the pet. Right? I mean, there's always gonna be like a sickness or a, who here has kids? Turns out they eat money. I love it. The return on investment for me is infinite. I love it. I think it's a great idea to be fruitful and multiply. The only regret I have in my entire life is I wish we would've had 10. Like five, I love it. I never had the terrible twos, I love the twos. Never had terrible threes, I, I love my kids. I never had a problem with teenagers. I just love every moment.

• 6:13Speaker 04

  It's awesome. I love it, I love it, love it, love it. The only thing, only thing that I regret is not having more, okay? But, but it costs money, okay? But I'm just saying, there's, there's, how many of you know when you have kids, there are things that happen. There are things, right? They get in a car wreck, they eat a lot of things, they eat all of the food you have. Do they not? If you raise them right, they disappear for a while, you know what I mean? So you got all those things, right? So let's talk about, but in business, there's three Ps. There are always three Ps. P number one is all of your customers want a lower price, don't they?

• 6:45Speaker 04

  John, back to you, your business. Let's pick on you first. Don't all your customers kind of wish you charged a little bit less for the moving services?

• 6:52Speaker 05

  Yeah, they'd all like to pay a little less. That's true.

• 6:55Speaker 04

  And I hear people say you're the only mover they've ever worked with that didn't break everything.

• 7:00Speaker 05

  Well, that's true, and that's really, um, I like what you talk about, wowing your customers. That's really what we do. We just do a better job than everybody else.

• 7:08Speaker 04

  But the customer wants you to pay less. The customer wants to pay less. We on the same page? Everybody got that? P number one. Every, and by the way, if you don't believe me, Andrew Carnegie, one of the world's wealthiest people, grew up crazy poor, wrote a book called Gospel of Wealth, and the Gospel of Wealth is his book where he explains in a very short book, the three Ps, which is why he sold Carnegie Steel, because the three Ps. At a certain point, he's like, I'm done with the three Ps. But every customer wants a lower what? Right, second P. Every employee wants more pay. Come on, lol. You manage a staff, now you got great musicians who work for you, great, and do they ever want to get paid a little more?

• 7:48Speaker 05

  Oh, sure.

• 7:49Speaker 04

  And wouldn't you want to pay them a little more?

• 7:52Speaker 05

  I want to, yeah.

• 7:53Speaker 04

  Okay, so let's play that game. So we pay the employee a little bit more, and now the customer, you have to charge the customer a little?

• 8:00Speaker 05

  Less.

• 8:03Speaker 04

  So what if you did the lol strategy and you charged the customer less and paid your employees more, what would happen?

• 8:10Speaker 04

  Okay? So you gotta, unless you're in government, you can't do it, right? I mean, it's kind of funny, but it's also kind of true. Rhonda, don't all the wonderful therapists that work for you want to get paid a little bit more, maybe? Am I wrong? Am I wrong?

• 8:24Speaker 07

  They always want to be paid more. They don't like their split.

• 8:28Speaker 04

  And don't the customers want a little bit to pay a little bit less?

• 8:31Speaker 07

  Yes, they're always wanting a sliding scale.

• 8:34Speaker 04

  Kareemay, you clean houses, don't the customers always, I mean, am I wrong? Do the customers want to, do the customers come to you and say, please let me pay you more? They actually want a free clean. Secretly. Yeah, yeah. There's a restaurant in Breckenridge. In Breckenridge, if you look at Breckenridge Seafood there, okay? Oh, Breckenridge Seafood. It's right in downtown Breckenridge. It's an unbelievable place. Uh, down, right downtown, you'll find it. Sean, kind of hunt around downtown. Let's go to downtown Breckenridge. Let's send in the man. Called Carlin's. Look for Carlin's. C.A.R.L.I.N. Carlin's. And I, and I always go there because it's, it's where every Thanksgiving, I try to go there.

• 9:19Speaker 04

  Every Thanksgiving, I try to go there. And I go there and the waiters and waitresses, they're always kind of shocked. But I like to buck that, the three Ps. It's my own little social experiment. So I go in there, you know, and, and I, I love, anybody here like seafood? Anybody here not like seafood? See, my wife doesn't like seafood, so I have to go there by myself usually, or my daughter. My daughter Havana, is my one kid I've raised right. She gets seafood. So I'm getting there, getting oysters at the Carlin. And though, and I always will tip, you know, more than my meal. Every time I go in there. And the waiters are always like, "Are you sure?" Like almost like shocked. I go, "Oh yeah, this is something I'd do." It's my little social experiment, you know? I just enjoy, anybody here, do you enjoy tipping?

• 10:02Speaker 04

  Is there anybody here, I'm not, this isn't like a, I'm not trying to create a weird energy, but anybody here like, you, you enjoy tipping? Uh, my wife loves to tip too. We, we're, we're tippers. We like tipping. That's what we like to do. Have you ever been around someone that won't tip at all though? Woo, that's a tough gig. All right? So, and there's, there are people like that, that enjoy not tipping. They enjoy negotiating and fighting over the tip. Have you seen that energy? Okay, so again, let's talk about the three Ps. P number one, Josh, every customer, every customer wants to pay less money. Josh, you seen this? You do the bookkeeping. Do customers not want to pay less? Am I wrong? Am I off my game here?

• 10:36Speaker 06

  Yeah, as, as you say, you know, people don't wake up with a burning desire to pay you.

• 10:40Speaker 04

  So, so it's next P. All the employees want to make more pay, all right? And the third, you should just write this down. Nobody cares about your profit except for you. And if I'm your coach, me.

• 10:56Speaker 04

  I can't tell you how many times my clients have used me as the justification for their price increase. It's hilarious. There's a gym in Joplin and he says, "I think the majority of my customers hate you." So I've used your name thousands of times. And it's like, "My partner believes that we had to raise prices." My partner. And I'm like, "You're telling thousands of people that your partner..." "Yeah, it makes it easier because I can put the..." It's like I have reversed commercially, you sicko, you know? But how many of you know people don't want to raise their prices? That most business owners don't want to raise the prices. Who knows what I'm talking about? So, but the employee says, "Can I get a raise?" And they go, "Yeah." So they increase the pay. And then the customer wants a lower

• 11:41Speaker 04

  price. And so who takes the squeeze every time? The business owner. So you're going to have to get really comfortable with these three Ps. The three Ps. It's the squeeze, the three Ps.

• 11:52Speaker 06

  I always tell the clients, Clay, that we can't consider giving the raises unless we're considering changing the prices at the same time. Those decisions should be made at the same time during the year.

• 12:02Speaker 04

  Say it again.

• 12:03Speaker 06

  I always tell the clients that we should not be giving raises unless we're simultaneously changing the prices to the customer. So those decisions should be made at the same time each year.

• 12:14Speaker 04

  Now, in every business, there's two people in the business. There's two. If you're running a business all by yourself, there's one of you. But how many of you wear the financial hat in the business? You're the financial hat. Usually, it's like, if it's the husband that's doing the sales, the wife's doing the finances. If they're a couple. If they're not a couple, then it's your partner. How many of you, how many of you wear the financial hat? You wear the financial hat. How many of you are wearing the marketing or the sales hat? Usually, these two have a little bit of a conflict. So my wife, you know, she hears me, Carlton Pearson, my speaking coach, says to me, "You need to go speak." I told you that. He said, "You need to go speak because I can't give you speaking advice unless you speak every week." So I would go speak to high schools, high school students about entrepreneurship. And I would tell all the students, "If anybody reads..." What book?

• 13:00Speaker 06

  Think You Grow Rich?

• 13:01Speaker 04

  Think You Grow Rich, I'll pay a hundred bucks. Now, I'm saying this to like 500 kids a week, 400 kids a week, because I'm speaking to kids. And usually about twice a week, three times a week, someone is, you know, buying, getting the book, they're coming back. So I got high school kids showing up at my house, I'm 25 years old, they got high school kids showing up at my house. He said, "Mr. Clark here?" "Yeah." "I wanted..." And I'm like six years older than them. "Is Clay here?" "Yeah." "Bing bong, is Clay here?" "Yeah." "I'm in a high school, I'm at Broken Arrow High School, I'm at Jinx High School, I'm a TCC student, you know, I'm a 50-year-old man. I'm a guy in a band, bing bong, can I get my hundred bucks?" And my wife is like, "What are you doing?" And I'm like, "I'm like a Johnny Appleseed of Think You Grow Rich, you know, I'm just throwing seeds."

• 13:43Speaker 04

  Now, a lot of those things have come back, actually, over time. It's pretty crazy how many longtime clients have came from that exercise. But, all I'm saying is, at some point, you've got to reap a harvest. And so, I'm trying to have that sober moment with somebody here. You gotta have a moment where you say, the three Ps. So, let's talk about the numbers. Alwaysbookkeeping.com, that's Josh. Josh, what's a healthy profit margin that a guy like Lowell over here, doing music, the music game, he's doing music, teaching kids music? What kind of a profit margin should he be operating at? He's teaching people music, Dulce School Music, what profit margin?

• 14:15Speaker 06

  Most service-based businesses are only going to survive if they have a gross margin. So, that's your revenue less your direct expenses of 35%. It's gotta be 35% or more.

• 14:26Speaker 04

  35%?

• 14:27Speaker 06

  35% or more.

• 14:28Speaker 04

  Come on, you're negative, bro.

• 14:29Speaker 06

  It has to be. 34.9% is the red square of my meeting minutes.

• 14:33Speaker 04

  You're hateful, hateful.

• 14:34Speaker 06

  It has to be 35%.

• 14:36Speaker 04

  Hate, hate, hate, hate, hate.

• 14:36Speaker 06

  And then, the overhead is probably going to be about 20%, right? And so, that's what a healthy business looks like.

• 14:43Speaker 04

  Let's make it easier, without using your financial, your faith.

• 14:45Speaker 06

  Sell something for a hundred bucks.

• 14:47Speaker 04

  There it is.

• 14:47Speaker 06

  It costs you $65 to deliver that thing that you sell, and you got $20 of overhead, and you take home 15 bucks. That is a healthy-looking business.

• 14:57Speaker 04

  I'm bringing up Thomas, Thomas, come up here real quick, Thomas.

• 14:59Speaker 06

  When you have, when you think about, like, "I'm going to cut my prices 5%." 5% is not 5% of your profit. 5% is 1/3 of your profit, because your profit was 15%. You want to give someone a 10% discount, that's 2/3 of your profit. You want to give someone a 15% discount, you might as well stay home.

• 15:20Speaker 04

  So if Thomas is cleaning someone's house, okay? And don't use your fancy accounting words on us. Don't play that game with us, dude. Okay, so if he's charging someone 300 bucks to clean their house, how much money profit total should be left at the end of the day? He can pay himself.

• 15:37Speaker 06

  When he pays the cleaners, before he pays any sort of office expenses, he needs to have a minimum, we're just gonna call it simple math, 100 bucks. That's actually a little bit, you know.

• 15:48Speaker 04

  After paying everybody, 100 bucks left?

• 15:50Speaker 06

  100 bucks, that, that, yes. He needs to have 100 bucks.

• 15:53Speaker 04

  Minimum?

• 15:54Speaker 06

  Minimum.

• 15:55Speaker 04

  Why?

• 15:55Speaker 06

  That's 33%.

• 15:56Speaker 04

  You're hateful.

• 15:57Speaker 06

  Because I want to turn a profit.

• 15:59Speaker 04

  Thomas, fault question, what do you got?

• 16:03Speaker 06

  I guess I'm shocked because what's our, what are our profit margins right now?

• 16:07Speaker 04

  Well, they're probably not gonna be that way by default because the employee wants more pay, the customer wants lower price, and this is where the conflict happens.

• 16:15Speaker 06

  Yeah, the gravitational force for any business is to break even, to be not for profit, right?

• 16:19Speaker 04

  Yeah, yeah, yeah, yeah, yeah.

• 16:20Speaker 06

  CEO is the opposing force of that. And, and you think about it, when I look at clients, I tell them, like, think about what happens to your revenue if you raise your prices 10%. So let's say you raise your prices 10%, and 10%, the worst case scenario, 10% of your customers say, "Forget it, I'm out." So you've lost 10% of your customers, but the remaining 90% of your customers are now paying 10% more. What's happened to your total revenue? Went up. Yeah, it's increased. It's the same. Now what happens to your costs? Cost drops. Your cost drops, now what happens to your time and your headache? It goes away. It goes away, and who do you think are the customers who would have canceled if you, if you increased your?

• 17:05Speaker 06

  The headache. The worst 10%.

• 17:07Speaker 04

  So, okay, so let me, and Aaron, I'm gonna be very vague about this story, but Aaron knows the entire, Aaron knows the beginning and the end of this, end of the story, okay? So a couple came into my life from a church, very vague, but not the industry, and they had never done more than 300,000 of revenue in a year, but they'd been in business for like 10 years. And they show up and they said, "Hey, we can't afford 1,700." I said, "My wife always questions this, I love my wife, she always questions." She goes, "Why do you do this?" I said, "'Cause it never works out, but when it does, it's good." So I said, "I'll work with your business on a scholarship for a thousand dollars." Okay, which means I'm losing money. I'm going backwards every month. If we do a thousand dollars, it's kind of our scholarship. I'll do it for you. But, however, you know, I mean, I'd like it eventually if we could charge you full price.

• 17:51Speaker 04

  So we helped them grow from 300,000 to 1.8 million in the first year. And then we helped them open up 18 locations. And then one of my longtime employees calls me and says, "Hey, your client just offered me a job." And they told me they're planning on canceling you because they don't like the methodical process. And so they're, and I'm going, "Are you kidding me?" So I called the guy and he goes, "Yeah, uh, we were gonna talk to you, but..." And they've already hired my staff away from me, you know? It happens a lot. And then I said, um, we had a contractual agreement. You asked about a contract, Kareem. I have a contract. And then the agreement we had, because we helped them scale and franchise,

• 18:34Speaker 04

  the agreement was they'd pay me 2% of their gross revenue, 2%. And, uh, we caught this particular person embezzling, I think, $80,000 over a quarter. And they were like, "Well, you can sue us if you want." And this is the stuff that makes my wife nuts, but you'll just have to pray for my soul. So we go to litigation and we sit down with the attorney. And this is how I do it every time, and I shouldn't say this, but this is what I do. I just said, "Hey, who's been to mitigation? Who's been to litigation? Who's been to moderate, you know, mediation?" I always just say, "Hey, just pay me a dollar." Because you owe me, I think we figured out, the attorney figured out they owed me like 1. something million dollars of money they didn't pay me over the span of time. I said, "Just pay me a dollar, because I'll be dead soon. And I don't want to spend any time in a room with you, and I'll just do it again."

• 19:18Speaker 04

  You know, because it's easy for me to grow companies. I'll just, I'll start a company to compete with you because it's easy for me. It's easier for me to just get paid a dollar and whoop your ass as opposed to, uh, you know, debating with you in a court of law. And they were like, "Are you serious?" And that's how we worked it out. And that kind of thing happens a lot. Aaron's been around, he's seen this. That was like a nine-year story that we just shared in like five, five minutes. But I'm just saying, for me, I just don't want to spend my time in litigation because it bothers me. It just, it's not in my flow state. And so I could have made- Another million bucks right there, but I didn't because I just didn't want to spend like a year in litigation. However, I can afford to do that because I do what I do well. And that was an outlier. And that that kind of situation I just shared with you, those kind of things happened to me. And Leah knows because Leah, you've seen it happen before. You've seen it.

• 20:02Speaker 04

  Okay, it happens. She's she's seen it happen. It usually happens in my life to me about once a year, that story, once a year. So 21 years, 21 stories like that, you know what I mean? But it happens and it's because how many of you have been betrayed or screwed by a customer or something? So what I have to do is when I talk about my 20% margin, we're factoring in litigation, we're factoring in insurance, we're factoring in all those things. So when I'm getting screwed, I've already factored in the litigation. Hopefully that makes sense to you. Does that make sense to you guys? So you got to think about the costs of doing business. You have to think about, yeah, I don't want to think about it, but I'm going to get screwed. I'm going to get taken advantage of. You got to fact and Josh, nobody factors that stuff in. And so when my wife says we need to charge 1700 because my wife likes to kind of chime in there.

• 20:46Speaker 04

  It's like, hey, after costs, this is what your actual costs are and we operate around a 20% margin. Does that make sense to you guys? So I just want to be super clear. We have to somehow, and again, anybody here, anybody here not like litigation, anybody here not excited about that process? Who's been in litigation for a long period of time? I just found for me, it sucks all the energy, sucks all the momentum out of your life. And for me, I'd rather move on. And so that's why I like to stay in non-contractual relationships when possible. And when I am in a contract, I just want to get in what I put out and move on. I'd rather do that than to spend my day debating. But it's so important that you have somebody like Josh or a coach or maybe both in your life that looks at the numbers. Josh, I want to keep you up here. Kareem, any questions for Josh about pricing?

• 21:30Speaker 04

  Just pricing, pricing your business, your cleaning service, anything about pricing, anything about money? Because that's this is kind of where I want to like, I like to kind of land the plane, talking about the numbers. Any question you have about prices or pay or anything?

• 21:45Speaker 04

  You good? John, what about you? You feel good about pricing? Because if you want to ever sell your company and you show that you operate at a 5% margin, no one's going to buy that company. So you've got to be at least at a 20% or 35% profit margin, or no one's going to buy the company. You can't get a small business loan, you can't get a car loan, you can't get a home loan, you can't sell the business. You've got to factor it in. John, you got a question?

• 22:07Speaker 05

  I'm thinking, but I can't think of anything.

• 22:09Speaker 04

  You're good?

• 22:10Speaker 05

  Yeah, I'm good.

• 22:10Speaker 04

  Yeah, go for it.

• 22:13Speaker 02

  You kind of brought it up earlier about merit-based pay for employees. Is it illegal to dock pay? Or where do I find that information at?

• 22:23Speaker 06

  Usually, it's illegal. Like, it's state by state. But generally speaking, usually it's illegal to dock pay. But what you can do is give performance-based pay. So pay on top of the base, right? So think about, in terms of, you know, there are certain sticks that we talked about, but most of the sticks are emotional sticks. The financial end of it, it's got to be carrots, right? So think low base.

• 22:47Speaker 04

  NFL works like that a lot. The National Football League. So it's a guy will make this much, and they get all sorts of bonuses for performances. But they don't get it if they don't perform. So you just want to set a base and then have bonuses everywhere.

• 22:59Speaker 06

  That would be awesome, though, if they got docked when they dropped the ball or something in a big game.

• 23:02Speaker 04

  That would be a wild league.

• 23:03Speaker 02

  Follow-up question to that. Is it illegal to reduce hours if that employee is being?

• 23:10Speaker 04

  It's illegal, but I wouldn't make it like, I wouldn't email like, "The reason why I'm reducing your hours is because you're a jackass." I would just not give them as many opportunities.

• 23:20Speaker 06

  Careful, like, again, state by state, but think constrict. So don't think they go from 40 hours to 10 hours or 20 hours, and you end up with some sort of constructive dismissal type thing, right? So as your CFO, I'm going to start to...

• 23:35Speaker 06

  I think differently than the lawyers, right? The lawyer is the last, like, is it illegal? And your CFO says, "Well, how much am I going to pay? Is it a speeding ticket, right? How much is it going to cost me to keep this degenerate on payroll, too, right? What could they sue me for? What's the likelihood, right?" And so it's kind of a, from a CFO perspective, it's like... What's the game theory?

• 23:55Speaker 04

  Very few of our clients get sued and I try to be very cautious on any advice I would give you on this, but you just want to make sure that there's a merit-based meritocracy where if someone's not performing, you're not giving them the peak hours or something. Johnny, you have a question?

• 24:09Speaker 05

  Yeah, I was thinking, you know, typically I pay the movers, the guys that help us carry the furniture, typically I pay them by the hour, but kind of what I've been thinking about is like, wouldn't it be, because every now and then, a customer that, say they got burned by a previous moving company where the final bill ended up being twice as much as what they were quoted, you know, because they underestimated how long it would take, but they gave them an hourly price and then, oh, it ended up taking twice as long, you know? And that's kind of, hmm, kind of a bad thing about the moving industry is that happens a lot. And so I'm trying to like, not do that, so if I really tell them exactly what it's going to cost, then I may lose the job to a lower price.

• 24:53Speaker 05

  And so I thought about, you know, like if I give someone a fixed rate, like we're going to do this job for this much money, just pay in the guys a percentage of the job.

• 25:02Speaker 04

  That's how OxyFresh runs, by the way.

• 25:03Speaker 06

  Peace work works really well in that sort of like, short time span, service-based business, so think like moving, or roofing, or siding, or something that's, you know, really kind of short duration.

• 25:13Speaker 04

  I see some brains here kind of lighting up. Any questions for Josh about this? Because this is, you're tapping into some wisdom here on the accounting side. Yes, sir. He just kind of yelled at us. I'll go first, I'll let him go second. I look at it every week, so I'm just being honest with you guys. We do a conference like this, okay? How many of you were at the one with Kiyosaki? You remember that? There was no tables, it was just chairs, and it was like, I felt kind of bad, but some of you were sharing a chair with a guy you just met for the ladies, it was kind of awkward. But no, it was like, it was tight, wasn't it? So I try to have 250 people here, and then I'll try to give you some room to kind of spread out, but when you have that kind of crowd, it's tough, you know?

• 25:58Speaker 04

  So I try to, it's designed for 250 is kind of the idea, but we have Kiyosaki or Eric Trump, it might be a bigger, anyway, you get the idea. So, but when we have an event like this, we might have... You know, five to 10 people that are a good fit for what we do, and the average client sticks around for a long time. So you think about the costs associated with bringing in Tim Tebow, or security, or the food, or whatever those things are. You add up all those costs, you divide that by how many customers you get. I'd say, you know, 80%, 90% of clients we work with are regular price. And we probably have 10%, we help on a scholarship of some kind to help get going, you know? And it's well worth it to me, and it might not make mathematical sense, but it almost never works out, but when it does, it's a good thing, you know? I mean, some of my longtime great clients, and Aaron's seen this,

• 26:43Speaker 04

  some clients we helped on scholarship turn out to be great clients, you know? But it's like, it usually doesn't work out, but if it does, you know what I mean? So I kind of do the math, and I do, and I think that we add it up, and at the end of the event, we'll go, okay, the event costs this much. And just so you know, it usually takes three full months, so 90 days after the event, for the event to break even. For this event to break even. So if we did this event, about 90 days before we break even. So you add up all the costs, and that would be the thing. We look at it every week, though, so it's very clear in my mind. That's why I do four events a year, because I know that math. So I would just say, you want to look at it weekly? And I'll tell you, and if you're somebody who doesn't want to look at it weekly, you're going to want to look at it monthly. And if you're someone who doesn't want to look at it monthly, you'll say quarterly.

• 27:27Speaker 04

  And Josh knows this, because the clients who are like, I don't want to do weekly, they typically want to do monthly. And the clients that say, I don't want to look at it monthly, they want to do quarterly. But the closer you look at it, the tighter those intervals, the more aware of the patterns you will be. The tighter the intervals. Back to you.

• 27:43Speaker 06

  Yeah, I would, I would second what Clay is saying, that you're going to look at your customer acquisition cost weekly, just like it's set up on that tracking sheet, because you're going to look at things like, you know, how many impressions you got, how many clicks you got, how many leads you got, how many deals you got. And I would look at that metric. But I would also always backtest metrics, trailing 12 months. Trailing 12 months. Because there's a whole bunch of costs. It goes into this question here, the break even figures. Do I analyze slash establish this based on weekly, monthly, annually? And so I want to know my break even cost every month, because I'm looking at monthly reports. I want a back test of what my actual costs are trailing 12 months because there's going to be a whole bunch of things that don't happen every month.

• 28:28Speaker 06

  You know, you're not going to get sued every month, but you're going to get sued once in a while. You know, your insurance, you might only pay annually. So you want to back test that, you know, the trailing 12 months, just like your customer acquisition cost after you tested on the weekly basis, because a lot of squirrely things can happen in a week and it might be too late. But also you might be missing stuff unless you look trailing 12.

• 28:48Speaker 04

  And just to hammer home what he said, you know, a lot of our clients we work with will do non-equity partnerships. That's kind of our normal. That's what Aaron does. So we'll make a small percentage of the growth, you know, usually 2, 2.5%, something like that, right? So just to put this number in your mind, one of our clients we work with, we make more money per month off of his commissions than all client fees combined. You know? And he always honors his agreement and he's excited to pay. He always will add a little extra sauce to it, too. He'll be like, hey, tell your team great, or thank you, or whatever. And I've worked with him for years and years. Other clients, though, they bail out their, on their agreements, not every month, but that happens and you have to deal with litigation or whatever. You know, so you've got to factor those things in. If you look at it weekly, you'll start to see patterns.

• 29:29Speaker 04

  And so my wife would tell you, yep, every year you're going to get screwed by someone close to you. And Leah, you've seen it. Aaron, you've seen it. And it's painful. You know, it's tough. I had a guy who'd been here forever and he tells me, hey, by the way, these people are screwing you, they're hiring me, and I'm only telling you because they told me they, it was cool with you. But then I just discovered that you didn't know about it, right? And I'm like, no. And he's like, oh, well, they told me that they talked to you. And I'm like, really? He's like, yeah, yeah. So they're, they're gonna, they hired me, I already agreed. And I feel kind of bad, but I took the upfront signing bonus. I go, anything else? Yeah, they told me every employee that I take, I get 10 grand and they're going to give them Oklahoma City Thunder tickets. Leah, you might know about this a little bit.

• 30:11Speaker 04

  Season tickets to the Thunder game and a car, and a car if they quit and come work for us. And I'm like, are you serious? He's like, yeah. And I go, you know, well, Judas actually turned over Jesus for $200 in today's silver prices.

• 30:28Speaker 04

  I watched The Price of Silver. So, you know, so again, I've just, it happens on every day, but Judas, I mean Judas sold out Jesus. He had seen Jesus's miracles and he sold them out for $2,200 and today's thinking how crazy that is and Jesus turns out to be kind of important, right? So I'm just saying it's gonna happen. So don't think that you're somehow beyond Jesus, right? It's gonna, how many of you know Jesus was a pretty good leader? But he did get betrayed, did he not? So you just gotta factor that in. It's a cost to do in business. Hopefully that's helpful. Back to you, sir.

• 31:02Speaker 04

  Window, yeah.

• 31:06Speaker 04

  Yeah.

• 31:10Speaker 04

  Yep. You're selling a window cleaning, but you might sell it annually or bi-annually. You might get a lot of money upfront.

• 31:23Speaker 04

  And I'm not attacking your business plan, but it's very dangerous to take upfront payments for a window cleaning company in half-year intervals.

• 31:34Speaker 04

  Yeah.

• 31:36Speaker 04

  Yep.

• 31:41Speaker 04

  Yep.

• 31:44Speaker 04

  I only calculate it based on what I actually received, not what I could receive. I only count what I did receive. I think accrual-based accounting is super dangerous. I would only focus on cash accounting where you're counting what you actually have, not what you could have. And there was a client, I want to be very vague. He's a great man. He's going to federal prison right now, it sounds like, longtime client. But he had a CFO that was doing loans based upon factoring, and you know how that gets squirrely. And so he was, and Aaron knows this guy. We met up through the Reawakened Tour, a great guy. And his CFO was cooking the books and doing loans based upon money that could come in. And he was signing off on it, not quite paying attention. And he ended up defaulting on one loan and another. And now he's probably going to federal prison because he signed off on false financial documents. And he called me up. I was the first person he called.

• 32:28Speaker 04

  He flew in to tell me and he's like, hey, I signed off on documents I didn't fully understand and I didn't know what I was doing. I thought I was, and I, if you were, what's gonna- happen. I would, well, you probably are going to federal prison because it's huge amounts of money. It's hundreds of millions of dollars. So you gotta know your numbers. And when the numbers get confusing, you know, Satan is the author of confusion. And so if you start to have confusing numbers, it creates problems. I'd recommend cash accounting if you can. Back to you, Pearl.

• 32:52Speaker 06

  Super important for that to do that trailing 12 month analysis because if you do that, you're going to get to your real number in terms of the gross profit margin because like no matter how you book it, even if you do it on a cash basis, it's going to look really good in those months where you actually collect it. But unless you look on the trailing 12 months, you're not really going to know your numbers. Think about it this way, it's like public companies only give you reports every three months. Those are the companies with the biggest and most sophisticated financial systems in the world. And, you know, the, the Trump administration is actually advocating that they should only have to release the reports every six months. Because the shorter that financial report, you know, the more timing errors that are going to occur. That's a very obvious timing error. That's why the gold standard is always a trailing 12 months.

• 33:34Speaker 06

  And that's, that's not something that replaces the weekly analysis because that will, you know, that will help cut off anything that's really squirrely. But it's also not something you need to do at the end of the year. It's something you can do at the end of every 12, every month, you can calculate the trailing 12 months.

• 33:51Speaker 04

  Rapid fire, any other questions, Lowell, that you would have as it relates to bookkeeping from Josh while we got him? Any final question? Kareem May, Thomas, anybody?

• 33:59Speaker 02

  Yeah, I got a question.

• 34:00Speaker 04

  Yeah.

• 34:01Speaker 02

  So that 35% profit margin, if you're doing rev share.

• 34:05Speaker 06

  Minimum, minimum.

• 34:06Speaker 02

  Minimum, okay. So if you're doing rev share, if you're paying investors off the top of the business, is that 35%?

• 34:13Speaker 06

  You gotta be careful, right?

• 34:14Speaker 02

  Yeah, you do.

• 34:15Speaker 06

  If you're paying off the top of the business and someone's like, I'm giving someone 10% of the gross revenue, they own two thirds of that business.

• 34:23Speaker 02

  Correct.

• 34:24Speaker 06

  So we have to understand that.

• 34:26Speaker 04

  Uh, Rock and Rhonda, any question, any thoughts, questions?

• 34:30Speaker 07

  Half of my staff is 1099. So there's the split, right? And so trying to get them to do a lot of like our checklist of things that we need them to do and still fall within the guidelines of. But I really want to cut back maybe hours because they're not helping me get the clients in the door, or they're not wanting to do those things. So is there something that I can do to get them to be motivated more?

• 34:59Speaker 04

  Can I say something real quick? Erin, can you come up here real quick here? And then by the way, what we're going to do is we'll take a break. Erin, we'll have our final 15-minute sprint, but I want everyone who bought something, I want you to have a chance to win the helmet, so we want to get you a chance to sign in for that. Erin, you managed or manage with Shaw Homes at the peak, you're doing $151 million of sales. Virtually 80% of the labor was contract. Framers, plumbers. And so you say you're going to frame this way for this price, and if you don't, you're not getting paid.

• 35:27Speaker 05

  Right. Scopes of work is what you give them. So you tell them you have to do it this way, give them all the specifications.

• 35:33Speaker 04

  And if you don't?

• 35:34Speaker 05

  And if you don't, you don't get paid that amount.

• 35:36Speaker 04

  And so that's one thing you might want to talk about during a break, because Erin did a very good job of that. But plumbers, framers, tile guys, roofing guys, it's very, here's what you're going to do if you want to get paid. And they would say, well, I'm a contractor, you can't make me do that. Like, well, I'm going to do that, and you're going to get, if you want to get paid, that's the scope of work. That's, yeah.

• 35:58Speaker 06

  What line of work are you in?

• 36:01Speaker 04

  She's a therapist.

• 36:02Speaker 06

  A therapist. Mental health.

• 36:04Speaker 04

  Mental health. You need her.

• 36:06Speaker 06

  My wife might agree, right? Yeah. I would suggest that most of the clinics like that, they're going to need some employees. Not everyone, there's going to be an office manager as that business starts to scale that cannot be a 1099, because you need ultimate and total control.

• 36:29Speaker 07

  My support staff is all W2. My clinicians right now, it's merit-based, they all start the same, the same split. No, no one's different. And so then if they improve by getting like, working hard and getting 20 to 25 clients a week, then I won't even review it in a year, I'll review it in six months and say, and maybe offer them, "You're holding a great client load, would you like to come on full-time?"

• 36:52Speaker 06

  Your single biggest like KPI that's usually missed?

• 36:55Speaker 04

  Key performance indicator.

• 36:56Speaker 06

  Yeah, your single biggest key performance indicator in most, I would say, like, uh, uh, health-based businesses is that rebooking rate. And so even like just measuring what percentage on practitioner by practitioner, you know, what percentage already has the next appointment booked in before they leave? Like, you need to know that, and simply just making that public.

• 37:20Speaker 04

  Right.

• 37:20Speaker 06

  Simply just making that public will actually increase the performance, right? And then from there, then you can drill into who is the leader, what do they say, and what does the other person not say? That just needs to be a script. Because some of them, you can beat them over the head all they want, but they actually just don't know how to do it.

• 37:36Speaker 04

  Now, for sake of time, we come back, we're gonna have one final session, it's gonna be a kind of a variety pack.

• 37:41Speaker 02

  But Clay Clark, man, he is one character.

• 37:47Speaker 06

  It's a good word for him, "character," yeah, that is it.

• 37:53Speaker 02

  Driven, smart, and I've never met a guy who was so hyper all the time. He's doing so much good, and then I met his mother, and she just says, she just lets him be, Clay Clark. I mean, so he's endorsed by his mother, and he's doing magnificent work. So it was great meeting you out there and all the people that he surrounds himself with. Yes, Clay Clark starts his days at 5 o'clock in the morning.

• 38:20Speaker 06

  Oh, it's incredible, yeah, he's, he's like, he's a machine, he's a machine.

• 38:26Speaker 02

  But his, you know, I have problems with my company starting at 9 o'clock. He has hundreds of people showing up at 5 a.m. in Tulsa, Oklahoma. Man, he's a leader of a leader, he's fantastic, man.

• 38:41Speaker 06

  No, he is, he is. He also has this wealth of knowledge, he's worked at so many different companies and different businesses. He could take a concept that he's used before in the past with somebody totally different industry and see how it would work perfectly for you in whatever niche market you're in or whatever type of service you're providing. And so his brain is just a wealth of knowledge and just to have that type of perspective on, you know, as a part of your team, your own company is huge, it's super valuable. So I would definitely encourage people to use him. But one thing is you've got to be coachable. You've got to be wanting to get feedback. You've got to be wanting to really grow your company. You've got to want to put that extra 10 hours a week to working on your business and not just in your business.

• 39:25Speaker 06

  And so, yes, I would recommend it to anybody who's wanting to grow their company and provide great systems, checklists, workflows, great encouragement, and have accountability. Hi, I'm Aaron Antis with Shaw Homes. I first heard about Clay through a mortgage lender here in town who had told me what a great job he had been doing for them. And I actually noticed he was driving a Lamborghini all of a sudden, so I was willing to listen. In my career, I've sold a little over $800 million in real estate. So honestly, I thought I kind of knew everything about marketing and homes.

• 40:06Speaker 06

  And then I met Clay and my perception of what I knew and what I could do definitely changed. After doing 800 million in sales over a 15-year career, I really thought I knew what I was doing. I've been managing a large team of salespeople for the last 10 years here with Shaw Homes. And, I mean, we've been a company that's been in business for 35 years. We've become one of the largest builders in the Tulsa area, and that was without Clay. So when I came to know Clay, I really thought, man, there's not much more I need to know, but I'm willing to listen. The interesting thing is our internet leads...

• 40:49Speaker 06

  From our website, has actually in a four-month period of time, has gone from somewhere around 10 to 15 leads in a month, to 180 internet leads in a month. Just from the few things that he's shown us how to implement, that I honestly probably never would have come up with on my own. So, I got a lot of good things to say about the system that Clay put in place with us. And it's just been an incredible experience. I am very glad that we met and had the opportunity to work with Clay. So, the interaction with the team and with Clay on a weekly basis is honestly very enlightening.

• 41:31Speaker 06

  One of the things that I love about Clay's perspective on things is that he doesn't come from my industry. He's not somebody who's in the home building industry. I've listened to all the experts in my field. Our company has paid for me to go to seminars, international builder shows, all kinds of places where I've had the opportunity to learn from the experts in my industry. But the thing that I've found working with Clay is that he comes from such a broad spectrum of working with so many different types of businesses, that he has a perspective that's difficult for me to gain because I get so entrenched in what I do, I'm not paying attention to what other leading industry experts are doing.

• 42:16Speaker 06

  And Clay really brings that perspective for me. It is very valuable time every week when I get that hour with him. From my perspective, the reason that any business owner who's thinking about hooking up with Thrive needs to definitely consider it is because the results that we've gotten in a very short period of time are honestly monumental. It has really exceeded my wildest expectation of what he might be able to do. I came in skeptical because I'm very pragmatic and as I've gone through the process over just a few months, I've realized it's probably one of the best moves we've ever made.

• 43:00Speaker 06

  I think a lot of people probably feel like they don't need a business. Business or Marketing Consultant because they maybe are a little bit prideful and like to think they know everything. I know that's how I felt coming in. I mean, we're a big company that's definitely one of the largest in town. And so, we kind of felt like we knew what we were doing. And I think for a lot of people, they let their ego get in the way of listening to somebody that might have a better or different perspective than theirs. I would just really encourage you, if you're thinking about working with Clay. I mean, the thing is, it's month to month. Go give it a try and see what happens. I think in the 35-year history of Shaw Homes, this is probably the best thing that's happened to us.

• 43:45Speaker 06

  And I know if you give them a shot, I think you'll feel the same way. I know for me, the thing I would have missed out on if I didn't work with Clay is, I would have missed out on literally an 1,800% increase in our internet leads. Going from 10 a month to 180 a month, that would have been a huge financial decision to just decide not to give it a shot. I would absolutely recommend Clay Clark to anybody who's thinking about working with somebody in marketing. I would skip over anybody else you were thinking about, and I would go straight to Clay and his team.

• 44:27Speaker 06

  I guarantee you're not going to regret it because we sure haven't.

• 44:34Speaker 02

  My name is Danielle Sprick, and I am the founder of D Sprick Realty Group here in Tulsa, Oklahoma. After being a stay-at-home mom for 12 years, and my three kids started school and they were in school full-time, I was at a crossroads and trying to decide, what do I want to do? My degree and my background is in education, but after being a mom and staying home and all of that, I just didn't have a passion for it like I once did. My husband suggested real estate. He's a home builder, so real estate and home building go hand in hand. And we just rolled with it. I love people, I love working with people, I love the building relationships.

• 45:20Speaker 02

  But one thing that was really difficult for me was the business side of things. The processes and the advertising and marketing. I knew that I did not have what I needed to make that what it should be. So I reached out to Clay at that time. And he and his team have been extremely instrumental in helping us build our brand, help market our business, our agents, the homes that we represent. Everything that we do is a direct line from Clay and his team and all that they've done for us.

• 45:58Speaker 02

  We launched our brokerage, our real estate brokerage, eight months ago. And in that time, we've gone from myself and one other agent to just this week, we signed on our 16th agent. We have been blessed with the fact that we right now have just over 10 million in pending transactions.

• 46:19Speaker 02

  Three years ago, I never would have even imagined that I would be in this role that I'm in today, building a business, having 16 agents. But I have to give credit where credit's due. And Clay and his team and the business coaching that they've offered us has been huge. It's been instrumental in what we're doing. Don't ever limit your vision. When you dream big, big things happen.

• 46:48Speaker 02

  I started a business because I couldn't work for anyone else. I do things my way. I do what I think is in the best interest of the patient. I don't answer to insurance companies, I don't answer to large corporate organizations. I answer to my patient and that's it.

• 47:03Speaker 02

  My thought when I opened my clinic was I can do this all myself. I don't need additional...

• 47:09Speaker 06

  Outside help in many ways. I mean, I went to medical school. I can figure this out. But it was a very, very steep learning curve. Within the first six months of opening my clinic, I had a $63,000 investment. I lost multiple employees. Clay helped us weather the storm of some of the things that are just a lot of people experience, especially in the medical world. He was instrumental in helping with the specific written business plan. He's been instrumental in hiring good quality employees, using the processes that he outlines for getting in good talent, which is extremely difficult. He helped me in securing the business loans. He helped me with web development and search engine optimization.

• 47:52Speaker 06

  We've been able to really keep a steady stream of clients coming in because they found us on the web. With everything that I encountered, everything that I experienced, I quickly learned it is worth every penny to have someone in your team that can walk you through and even avoid some of the pitfalls that are almost invariable in starting your own business. I'm Dr. Chad Edwards, and I own Revolution Health and Wellness Clinic.

• 48:20Speaker 02

  Clay, my honor, my honor to be on your show. And thank you for all you do. I hear the ripple effects from you are good ripple effects. You know what I mean? People rave about what they learn from you. So congratulations.

• 48:34Speaker 06

  We went from expecting maybe 250,000 this year to we're at 400,000. Hi, I'm Kelsey with K and D's Wood Refinishing, business owner at 23. So I've been working this K and D's company for about five years now. And we started working with Thrive not too long ago. And we went from expecting maybe 250,000 this year to we're at 400,000. That's what we're going to hit or exceed. So we're pretty excited. It's been pretty much just listening to what they have to say. Their hiring process has just really been incredible as far as finding good quality

• 49:13Speaker 06

  help and the accountability of meeting up with them weekly and like such good insight, the resources that they have for specific business questions. It's all been really incredible. It's been a great experience, so I would recommend it to anybody.

• 49:30Speaker 02

  What I've seen from Clay and his group at Thrive is they'll give you a simple system and it's the simple systems are the ones that people can wrap their brain around. They're the ones that people can work with on a day-to-day basis. Hi there, my name is Stephanie Pipkin. I am 24 years old and I own Black River Falls Cleaning Services. We opened in April of 2019 and it is now mid-June of 2020. So I wanted to talk today about the success and growth I have achieved by implementing the Proven Path with Clay Clark's team and my business coach Luke from ThriveTime. It has been insane to say the least.

• 50:14Speaker 02

  I started working with them in mid-February of this year, so we're about four months in of working together and it has completely transformed my business in pretty much every facet. So I'm gonna check my notes here. So in four months, my leads have tripled. I was getting probably like two leads a week, now I'm getting more in the like 10 to 15 leads a week. I have doubled my number of employees. I'm now hitting the highest revenue weeks in the history of the company, week to week it seems like. We went from about six appointments today as our highest in February to now 14 to 15 appointments a day.

• 50:59Speaker 02

  And hiring quality employees has become much simpler and less stressful by using their systems for hiring. I typically only get maybe two complaints a month if that and everybody shows up to work. I just have really high quality employees now, especially in something people typically consider a high turnover type of work, you know, cleaning houses, cleaning businesses. I have amazing employees now and I get rid of the ones who are not so amazing and bring on new ones because of, you know, group interviews and hiring, interviewing every single week. It's just been great and such a, I don't waste as much time on low quality candidates anymore. And your coach will hold you accountable, I mean, which I love.

• 51:43Speaker 02

  Again, the tough love is really great, you know, looks like a stern father figure, but he's also nice, but also stern when he needs to be when I'm being lazy and not doing the things that I know I need to do because I don't want to do them. So that's just great. Worth every penny. I mean, I'd pay him a million dollars a month if I can and maybe someday I'll be able to. But I would just say, go for it. If it seems like a good fit, just go for it. Do what they say, even if you think it's stupid or ridiculous, just do what they say because it'll work. You know, people, when they look at my business, you know, people in my town, they think I'm lucky. They think I'm just, you know, things just happen for me. And you know, maybe I am lucky, but it has a lot to do with hard work and, you know, perseverance and, you know, working till you cry sometimes.

• 52:28Speaker 02

  That's just being an entrepreneur, which if you're a business owner, you understand that. But it's having this, these systems in place of, you know, of course I'm going to be successful. It's, it's an absolute because I, I have all this stuff in the background happening and I have Luke and Clay and everybody on their team working really hard to make sure that I'm a success. And I can tell that they are just so excited. Every single week when I'm having all these wins and things like that, they're so excited for me. So it just, it's the best thing ever and I would suggest to anybody to work with them. So, sorry for the long-winded reply, but I just had so much to say and I could go on for hours probably.

• 53:09Speaker 02

  About how amazing they are. But thank you to Clay and Luke and the entire team there. Everything you guys have done for me and I am so excited to continue to work with you for years to come. Thanks so much for watching.

• 53:22Speaker 05

  My saying is if it's important to you, hire a coach. And I think that's one of the reasons people are not successful is they, you know, they eat a cheeseburger instead of hiring a coach, you know what I mean? And so my coach pushes me, they're younger than me, they push harder, they're trained. And as my rich dad always said, you know, amateurs don't have a coach, but professionals always have coaches. So I've always had coaches for whatever is important. My rich dad was one of those persons. I wanted to learn how to play Monopoly in real life, so he was my coach.