$100 Million Serial CEO Shares 3 Tips for Scaling FAST

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Welcome to Allie and you, the Business Success and lifestyle show. My name is Allison Maslin. I'm a business growth mentor, serial entrepreneur. I love, love business, and I am on a mission to help as many business owners as I can to break through to that next level so that they can share their gifts with the world. And that is why I wrote this book, Scale or Fail. And if you haven't grabbed a copy yet, go ahead and do that in these pages. Gives you lots of secrets. Scaling. Speaking of scaling, we have a scale expert on the show today that I can't wait to learn from and I want to introduce you to. So, first of all, hi, Dan.

Hi. How are you doing, Allison?

I'm doing great. I want my audience to know you and all the things that you're up to. You all are going to learn so much if you're ready to grow and scale your company to the next level. You. You do not want to miss this episode. So I'm gonna just do a quick intro, Dan, so they can get to know your background a little bit. And so Dan Hanford is the founder and president of five specialty medical clinics throughout Southern California. That's where I am. Not in Southern California. He's in South Carolina. His daily podcast daily. My goodness, Tough Decisions. And I love the title of that. How many people struggle with tough decisions. So Dan interviews successful entrepreneurs and real estate investors and how to overcome the biggest challenges of owning a business. Because you get into business and you're all passionate, and all of a sudden it's like, oh, my God, this is a lot harder than I thought it was going to be. Right. So listen to this. Dan has investments in over $67.4 million in of real estate.

We actually just closed on a property last week, and we're at 115 million now. So. A little bit more than that.

Yeah. 67 million. That's. That's like old school. And currently have. Well, this is probably when I had your bio. It's probably grown. You had 825 apartment units.

Yeah, we have a little over 1200 now.

1200. Okay. You are rocking and rolling, Dan. Dan is an angel investor supporting numerous young entrepreneurs. He also really gives back and has donated hundreds of thousands of dollars to local charities in the South Carolina area. So those of you watching. And now, are you really interested in what Dan has to say? I know I am. So, Dan, welcome.

Well, thank you again for having me. I'm looking forward to sharing more about our background and a little bit about our story as well.

Yeah, well, thank you. I know you are a busy guy and I appreciate you taking the time. And so tell us a little bit about your background as an entrepreneur. I mean, you have training as a chiropractor. You got these medical clinics and real estate. How did this all come about? Trust me.

Sure, sure. So I kind of take most people back to when I was born. And my mom always told me, she said, you know, whenever you, whenever you were born, you were turning around negotiating with the doctor as to which cheek to slap, you know, to kind of get me crying when I first came out. So I've kind of always been an entrepreneur throughout my entire, you know, life from, from what I can remember. And I remember, you know, going and, you know, selling things door to door around the neighborhood, whether it be, you know, just different things for, like, charity things for the school, you know, little fundraisers or, or doing, you know, mowing the lawns or washing windows or. I remember even in high school selling, going around, going around selling Cutco knives and stuff like that. And so every, every year that I've grown, I've always kind of done something a little bit different. And when I first got out of high school, I really didn't want to go to college. And so I started one of my own businesses, which was a web design, web hosting networking company. And then when I was doing that, I was developing website for a chiropractor and got really interested in chiropractic and then decided to just go straight into chiropractic from there. Shut down that business, went straight into chiropractic. And while I was in chiropractic school, I started a company called Shop Anatomical. And we sell all types of skeletons and skulls and brains and hearts. And that's why you see behind me, you know, I have a couple of these, like, skeletons and skulls and stuff around because, you know, those are from our company. And of course, those are probably product returns. I just didn't want to put them back in a box and ship them back to the warehouse. I put them on my, on my shelves. But I started that in chiropractic school when we. I was actually, I think it was my second quarter of schooling and all the students needed spine models in order to learn the spine, because of course, as chiropractors, that's what we focus on, is the spine. And so in the bookstore I saw a spine that was $189, $189.95, I think, is what it was. And I was, I thought it was ridiculously priced and So I figured out that I also heard other students complaining about it being so expensive. And so I went online, found the manufacturer of it. The manufacturer was able to provide it to me for $42.48. And I ended up selling it for $70.69.95 to the students. And I, within the first week sold 80 of them. And I had cash up front in hand, made sure I didn't have any IOUs because I didn't want to be stuck with a bunch of skeletons, you know, or spines. And so two weeks later sold another 40. And then from there decided to use my skills from web design and web hosting and start to sell them on, sell the products on ebay. Because I at that time only sold one, it was the spine. But being able to do that opened me up to their entire catalog of over 2000 products. And I got a very high discount, their top tier discount, because of how much I was selling of the spines. And so I started a company called shopanatomical.com and we've been doing it for about the last 11 years now. And it produces seven figures of revenue every year. And it's been, it's been great. So then from there we got out of chiropractic school, went and started my own chiropractic office, did that for a couple of years by myself, and then decided to hire on an associate and then eventually hired on some medical doctors and some nurse practitioners to work for us. And now we have five medical offices. Our goal was to scale from one clinic to five clinics in 24 months. And we ended up doing it in 18 months. And so we accomplished that goal a lot sooner than we had thought we had thought we were going to be able to do it. But one of the hard decisions, or tough decisions, if you talk about tough decisions that we had to make there, is to cut out the chiropractic services that we were doing. So now in those offices, we don't do chiropractic anymore. It's all medical, non surgical orthopedics. And we do especially type of non surgical orthopedics called regenerative medicine, so prolotherapy, prp, stem cell therapy, those kind of things. And so the types of people that we can help the most in those clinics are people who are going to chiropractic offices and just not getting the relief they're looking for. And so in order for us to build a referral network with outside chiropractors, we had to take it out in our office. Otherwise those chiropractors wouldn't refer to us because they'd be afraid we're going to steal their patient. And so we made the tough decision to take it out and actually has done really well for us. And we were able to scale from that one clinic to five clinics very rapidly.

Wow, that is incredible. Isn't it wild how one little thing in your life sets you down on a whole path?

It does.

You were willing, you saw the opportunity with the spine, and most people, 99.9%, would have not called to see if they could buy it at a lower price and then retail it. So that sets you on a.

And the funny thing is that to this day, it's still our number one product that we sell, probably two to 300amonth of those spines.

Wow. Yeah. That's your 80 20, right? Your 20 of your hundred. So now you. And you also interview business owners, like we're doing right now, and about the issues that they struggle with in their journeys. What was your inspiration to do your show?

Sure. So earlier this year, I actually was at a conference where I heard a person speak there and I. It really hit me about becoming the general in my business. And so at the time I thought that I was the general because I was the CEO and I was running everything. And, you know, I was, you know, every day going and doing stuff. And, you know, he made me think about, you know, well, if you're really the general, you know, why are you having to go in every day? Because the general doesn't go in every day like that. The general just manages from a high level. You know, you look at somebody like Warren Buffett, you know, he doesn't have to go into each one of his businesses every day. He can call up the CEO and make sure everything's being done the way it's needed, needs to be done, and watch things from a spreadsheet, if you will. And so it really made me think. It was actually on a Friday night that I was sitting up till probably 2 or 3 o' clock in the morning thinking about that concept. And I decided that at that time that I was going to promote my COO in the medical clinics at the time to the CEO so I could step out. At that time, I didn't know what I was going to be doing. You know, I just. I just knew that there was something else that I was being, you know, led to do. I didn't know what it was. I knew it was something bigger and better and greater than what I was already doing. And so I, on Monday Morning, I met with my CEO, told him, or my coo, my CEO now, and told him what I wanted to do. And I said, you know, would you be interested in becoming the CEO? And he said, well, I'm pretty much doing all that stuff right now as it is, so it was a fairly easy transition. But I was. I was able to step back and become now the president of the organization, still own them 100%, and it's now in a passive, you know, income state for me, and it has allowed me to be able to pursue other things. And, you know, honestly, after I stepped down, I didn't really know what I was going to do. I mean, I sat down, I wrote down like, you know, 15, 20 different opportunities that I had in front of me that I could pursue, but. But I started knocking every single one of them off because I could do those. But I felt like it wasn't the best use of my time in order for me to be able to scale the way I wanted to, you know, kind of take myself and get myself to the next level. And one of the things that I was. I had been frustrated with is, you know, paying lots of taxes. And so that's one of the reasons why I started going into the real estate side of things. And even before that, you know, I. Right when I stepped out, I took a week and a half to, quote, unquote, retire. You know, everybody says you can't wait till they retire, you know. Well, I retired for about a week and a half and I was bored to tears. I hated every minute of it. And my wife, of course, you know, didn't like it either because she's like, you need to get out of the house. Right? So I just decided at that time that I was going to go to lunch with everybody that I could think of and just see if it's different. Just find different ways that I could maybe help and support them to get my creative juices flowing. So I would, you know, go to lunch, I'd go to breakfast. You know, I wouldn't go to usually to dinner because that's usually reserved for family time. But I would go to lunch and breakfast with people and just, you know, ask them, so where are you? What are you working on right now? What can I do to help you? And it's just started getting my creative juices flowing. And I remember going to lunch with a banker of mine in Greenville, South Carolina, which is about an hour and a half from where I am right now, and I have a clinic up in Greenville, and I sat down with her and kind of did the same thing. And she said, well, you know, I know you've always had this, this, this interest in real estate. And I told her, I said, well, I've been researching as she, and she already knew I was the multifamily buying apartment complexes type of real estate. And I just never really had the time to focus on it. And so she really kind of sparked it in me to do some more digging in that. And so I did like that week I was on an airplane after reading two or three more books, just in a couple of days, on an airplane to Chicago, going to an event, learning a little bit more about it and hired my first mentor in April. And then since April we've done 115 million in transactions and we're on par to close another two properties by the end of this year and a couple more next year as well in the first quarter. And the biggest thing though was is that I wanted to make sure that what I was doing was big and on a lot on a large level. On a large level. And so I hired a mentor. That was where I was wanting to be. So my mentor has over a half a billion in his portfolio and has scaled very quickly himself. And so I hired him to help me get there faster. And so I only when I do my real estate investing business, I only buy apartment complexes that are 150 units or more. So we look at, you know, cash flowing properties that are already, you know, giving us income off the property. But from the tax side of things, that's really, like I said, you know, what I was looking for as well is how can I reduce my taxable liability Because I was writing six figure checks to the government and just sick of it. And I knew that there has to have, there had to be a better way. And so with the, when you buy smaller, you know, single family homes, you can depreciate those of your rental properties, but they're depreciated over 27 and a half years. And so you're buying, you're getting income off that property and you're not necessarily going to be able to show a loss at the end of the year due to that depreciation. But when you buy these larger properties that have the ability to do what's called cost segregation, where you can hire an outside engineer firm to come in and piecemeal that property down to the sheetrock and the studs and the countertops and the doorknobs and the light fixtures and the shingles and really you can accelerate the depreciation from 27 and a half years all the way to five to 15 years. So you're now cash flowing month after month off of each one of these properties. And at the end of the year, we get a K1. That shows that we lost money due to that accelerated depreciation and due to the bonus depreciation on the renovation costs at the same time. And so not only can I cash flow off the properties and make money, but I can show a loss to offset some of my other income as well. And so it all just kind of snowballs. And just really, to me, it kind of lit a passion. But to help other business owners that have this excess cash that they don't want to have to be given to the government all the time to be able to offset those taxes, to be able to reduce their taxable liabilities. So Hanford Capital was actually created for that purpose. So we don't buy these apartment complexes all with our own money. We use outside investor funds and do what's called a syndication model, where we have, you know, multiple investors in one project. We might have 30 or 40 investors investing a minimum of $50,000 in each one of our deals, but they're able to still show and share in some of those depreciation losses for their taxes.

That's amazing. So I want to back up a little bit, because there's a lot there that you shared and all so interesting. I actually was doing real estate investing for a while, too, Kind of in the middle of one of my businesses. And I think the gift was that you gave yourself the stage space to do this. Right. There's a lot of things that we want to do, but you really, like when you were doing the clinics, you focus on that and you help. You scaled those up. You gave it the attention it needed, and you got those running on their own. I think a lot of business owners, Dan, will try to do all those things, and so nothing really gets off the ground.

No, I totally agree with you that a lot of times business owners, when one business is struggling a little bit, instead of trying to focus on it more, they kind of turn their focus or shift it to something else. Or when a business is doing really well, they'll take those focuses, they'll take that focus off of the really, well, you know, business that they have. And instead of putting the proper people in place to manage those for them, they'll change their focus because they were that main person. And you're right that those numbers start to dip. And honestly, we Actually had that same thing happen to us when we started to scale our businesses. Because when we went from one clinic to two clinics, the main clinic went down. So we had shifted our focus from that main clinic to the secondary clinic and started to see a dip in our revenue and our production. And so what we found out is that, number one, we had to start looking at our numbers a lot sooner than just once a quarter, because at that time, with just one clinic, we could look at them once a quarter. But then we shifted it when we had two clinics to once a month. And then now that we have five clinics, we actually look at those numbers every single week. So every Friday, every Monday morning, I get my financial reports from my team, and then once a month I meet with my corporate team to make sure that I still have that 30,000 foot view of the clinics.

Yeah, that's so smart. Now, when you went to your COO and said, I'd love to offer you this position as a CEO, was there a shift in him or her to when they stepped into that bigger leadership role, even though they were already doing those things, was there a shift to say, oh, now I'm really going to take this on as my own?

Yeah, I mean, there definitely was. I mean, I also incentivize this particular person and pay them very well to be able to manage these clinics because they are running everything from day to day. I gave them a lot more authority than I'd given anybody else because I trusted this person. They had been with me for three and a half years before I made that decision. And so they had helped me get to where I was in the clinics and scaling the way we did. And of course they knew how everything worked. But I told them that I really wanted to become the general in the business and the president and only contact me if there was something I really needed to be contacted with. And I will tell you, for the first couple of weeks, it was very hard for me to do that because I was in there day to day managing everything and making those decisions and writing the checks. And, you know, are there certain things that I would be doing differently if I was in there? It's very possible. I would probably say yes, there are probably some other decisions that I would make differently. But the businesses are doing really well right now. They've continued to grow even after I've left. And he's doing a very good job with the businesses.

Yeah, well, I commend you for that because I think a lot of people want to do what you're doing. But they wait too long. They wait way too long. And when you do give people autonomy, it's amazing how they step up. So I just wanted to touch on that. And you know, in the real estate business that is such an incredible tax strategy. That is phenomenal. But here you were, you had 10 days off and then you're on a plane, you've already read two books and you're in there and you wanted to make it happen.

And it's, it's kind of interesting how it's all turned around. I'm also, I also started a group called the Multifamily Investor Nation about two months ago and we're already over 2,000 members and we're doing our first live virtual event in January where we're going to have over a thousand paid attendees at that event as well and have a lot of the high level speakers from around the country coming in. Actually around the world. We even have some from Australia that are gonna be coming and speaking at that event. So we're really excited about that event. But one of the things I'll also mention to you and your listeners is that you know, yes, you know, when you, and when you try to invest in real estate yourself, it does come at times take your focus off of your core business, is your core product. But I will say that that's one of the reasons why I created Hanford Capital, because I found that for myself too, there had been no way for me to be able to do what I'm doing now if I was still in the clinics. But with Hanford Capital, we're able to take outside investors and bring them into our investments as what's called a passive investor. So we have investors that are working full time jobs. There are physicians, their doctors, their lawyers. You know, they're, they're, they're just everyday people there. We have a lot of IT professionals and business owners and entrepreneurs that are investing in our deals because they don't have time to do it themselves. But they still want to not have that. You know, they have that fear of missing out, if you will, that FOMO of being able to have to continue to pay taxes when they really think that there's other ways for them to offset that. And that's a, this is a really good way to do that. And again, that's one of the reasons.

Why I created that company and so win win situation. It is cash flow and then they get some great investments, right, and still can do what they're doing. So what are, do you feel are when you think of the growing to scaling and what do you feel like are some of the biggest challenges that you have met and how you overcame those? Sure, I know there are always new.

Ones, but, yeah, yeah, I will say that one of the very first things that I really had to learn how to do, which was, again, very hard for me, is the art of delegation. Because I. When I had just the one clinic, I was doing everything. You know, I was the chiropractor and I was the owner of the clinic. I was the one ordering the toilet paper and the face paper for the tables and the pens and the paperclips and, you know, filing the insurance claims and posting the checks. And, you know, there was times where, you know, I would even be collecting copays over the counter and stuff. You know, so there's. There's. I was able to do everything, and I was. And until I got my mind to the point of being able to just step away and delegate some of those tasks that I knew that other people could do, I. That's when I was really able to scale, because I wouldn't have been able to scale the way we've scaled if I was having to do everything. And so I would say, you know, by far, of anything that I can think of, being able to delegate and have the mindset that even though. Because I still feel today that I can still do all of it better than anybody else. And yes, you might say that's an ego issue. And I'm. I'll tell you, it probably is, because I. That's a problem. That's a flaw that I have, but I have to. That's why it was very hard for me to delegate, because I felt like I was the one that could do it the best. But I had to realize that even though I could, Even though if I delegated to somebody else and they only did it about 75, 80% of the level that I could, it still allowed me to step away and do what I was wanting to be able to do and be able to grow and scale. Otherwise, I wasn't gonna be able to do that.

Right. And so you have these two. Cash flow. Well, three with the products, cash flowing business. Plus you're an angel investor as well, and if you didn't delegate, you wouldn't be able to do all of these things. So what do you feel like? That are some of the common blocks for business owners. I know. You know, I'm mentoring business owners all the time. That's what we do. I would love to hear from you. What do you Feel like are the biggest blocks for business owners to take that leap.

Sure. To be able to take that leap to scale. I think one of the things that a lot of business owners neglect is being able to watch their numbers. Because, you know, I. One of the things that I do is I actually coach and consult physicians across the country. So I have medical offices that, you know, contract me to be able to, you know, teach them what I've done in my clinics to allow me to be able to get to where we are. And one of the common threads that I see, business owners not watching their numbers. And, you know, I'm a big believer in the fact that if you can't met. If you can't measure something, you can't manage it. And so it's very hard to be able to go into somebody's clinic or even a business or whatever and say, how is your clinic doing? And you ask, ask the business owner, well, what were your collections last month? And they're like, I don't know. I'd have to go talk to my cpa. I'm like, well, you should know those numbers. Those are some core numbers. You know, if you have, for example, in our case, you know, we have new patients that come through the office. You know, how many new patients you have coming in, and how many of those new patients accept treatment. And of those patients, patients who accept treatment, how many of them complete the treatment? And if you put an ad in the newspaper, how many people are calling off of that ad and how many people are booking an appointment? And, you know, how many of those people that book an appointment actually show up? And so you can actually track the whole lifetime value of a customer. I think that's one of the biggest things that business owners miss. And if they can get that in place, they can start to manage from the numbers.

So agree. I talk about that lifetime value in the book because you really. It's not about just that initial sale. I think a lot of people, oh, I made the sale. But really it's about looking at, you know, what is the average time spent, dollars spent, referrals from those people to determine the value of that. And I think a lot of business owners do get into trouble when they're not managing their numbers or like you were saying. And I think in the. In the physician world, the chiropractic world, things like that, the solopreneur, you get into business because you have a passion. It's running the business part is definitely seems very foreign to a lot of them. And so you can Help a lot more people if you get that business side down. So I agree with you. The numbers are crazy crucial. And how do you, in some of your challenging times, dance? And I'm sure there's been some. Right. Cash flow issues, whatever it is. How have you been able to keep a strong success mindset?

Well, that's a big question. I would say that I'm a very optimistic person and I have a very optimistic personality just from, you know, my outlook on things. And so instead of always just, you know, dwelling on, you know, the negatives of things, I balance that with, you know, what would we do, what would we do in the, in the worst possible, you know, scenario. So, for example, you know, if we decide to make a decision like we did to cut out the chiropractic services in our office, and that was a tough decision, you know, what would happen if we cut that out? And all of a sudden the numbers just tanked. We just started losing money and just left and right. Well, there's a, there's a way back. You know, there's a way out of that. There's a way to add it back if we needed to. And so we had a contingency plan in place to be able to add it back in there. But I also always, again, I'd probably say it always goes back to the numbers because I'll look, thinking back to all the times where we struggled or where we had, you know, issues, it was lack of cash flow, but I knew the cash flow was coming because I could look at the projections and I can look and see the numbers. But not being able to have those projections, I think would have been a lot harder because, you know, even like we talked in the green room a little bit, you know, my wife is part of our businesses since I've even married. You know, we just had our 10 year anniversary in January, I mean, in June, and we. She's probably the one that worries the most about that stuff. And she knows that if I'm not worried about it, then she shouldn't be worried about it. But, you know, even though I'm like that, she, she can, she still does have a concern about it. But I think when she gets worried is when I start to get worried, you know.

Yeah. And that's, you know, you two work together in the business and seems like you, you work well in the business, but it can happen with spouses, even though don't even work together. One of them is stressed out, the other one's like, yeah, I'm fine. And then that person starts wigging out over worry, and then it gets things on a negative cycle.

Yep.

That's not good for anybody, right?

Nope.

But I do. I like that what you're saying is stay connected to the numbers. Then you can have those projections. You know that the cash flow situation is temporary. You know that you're going to get past it. You've got money coming in, and maybe there's a way creatively to use that contracted money coming in to create other revenue. Now there's all kinds of creative things that you can do.

Yeah, I think that's the biggest thing, too, is always being able to have your mind on what is the next thing that you could do. Because there might be a point in time where you start a business and you realize this isn't working and we need to shut it down. And that's a tough decision. But a lot of people, you know, look at that and they go, well, I don't want to shut it down because I don't want to be looked at as a failure. But you have to look at that, and you have to understand that as an entrepreneur, failure is not giving up on a business. Failure is not giving up on being an entrepreneur. So if you have a business that fails or is failing, shut it down and start the next one. Because guess what? The more you do that, the faster you're able to find that next business that's going to really take off and really do well for yourself.

And you're the perfect example, Dan, of someone that has had many different businesses. So there's always new opportunities. Right? Like one day you're retired, and the next day you're buying apartment homes.

That's right.

So let's talk about you with your wife, Danae, and you two work together. I think this is A lot of couples work together in a business. You two make it work. You said you've been running the business together for 10 years. And so what are some of your secrets around that? How do you make that work?

Well, one of the things that we always practice is open communication. And again, we're not perfect at this, but that's one of the things that we strive for, is to strive to be as openly communicative as possible. And so, you know, in the evenings, we're talking a lot, but one of the things that we try to do in the mornings is we get our. We get up a little bit earlier before we get our kids up and we grab a cup of coffee and we go sit on the back porch overlooking the pool and Talk about business and talk about what's going on in the family and really having that open communication and not holding anything back from the other person is, you know, that's one of the, probably the hardest things for me because you know, there might be something going on in the business that's I know is going to be a struggle for us or it's going to be maybe, you know, some bad news. But you know, and I don't, I don't necessarily want to tell my wife about it because I know how she's going to react and she might be a little bit, you know, frustrated or upset over the next couple of days or whatever, but I feel like it was better for me to go ahead and get that out there and open because if I didn't in a lot of situations I would probably still be in the same issue or at least it wouldn't have gone as well. But really bringing her in and getting her insights has really helped me, you know, in our business because it's allowed us to be able to think outside the box in many different areas that I wouldn't have if I didn't have her to bounce these ideas off of. And so we're openly communicating about, you know, the, our family, we have, we have four children, so they're all under nine. So I have an eight year old girl, I have a six year old boy, a two year old girl and then a ten month old girl. So you know, family life is very busy as well. But that's what the biggest thing is, being open with business, but also being open with what's going on in the life as well and in the family life too.

I love that. Well, congratulations on that with your family and all that you have accomplished. So that's awesome. And so what would you say Dan is your number one? I'm sure there's many piece of advice. If you've got a business owner, somebody's watching this right now, they're working hard in their business and they, they're doing okay, but they really know they could get to that next level. What would you say to them?

Sure. So there would be two, three things really. So first off, I would say if you don't have a mentor right now, you need to get one. Because along this entire journey that I've had, I've always had at least one or two mentors and I've been a part of at least one or two masterminds throughout the entire process. I really feel like that's what has allowed me to, to be Able to learn from other people's mistakes and scale and grow faster and reduce that learning curve. Number two, I would say, is to make sure that, like I said earlier, to make sure that you put some things in place and some systems and processes to be able to manage your number and measure your numbers so that you can actually manage those, those different pieces of your business. And that's something that your mentor can help you put together or your coach can help you put together is as some sort of, you know, a key performance indicators, if you will, that you can look at to make sure that your business is doing well. And then the third thing I would say is just going back to again, an earlier thing that I talked about about delegation and learning that art of delegation of being able to, you know, yes, you might be able to do it better than everybody else in your team, but guess what, you're not gonna be able to scale that way. If you're sitting there doing 12 to $15 an hour tasks, you need to sit down and make that inventory of those different things that you're doing every day and you want to fire in somebody else that can do those so you can do some more higher level tasks.

Fantastic. I think that's all very, very good advice. And you also have your angel investing. You're helping entrepreneurs. How can people get in touch with you, learn more from you, listen to your show?

Sure, sure. Yeah. So there's two different ways that you can get a hold of me there. One is you can go to our website, which is for our podcast, which is tough decisions for entrepreneurs. It can be found on itunes and Google Play and all the different platforms out there. But you can also go to toughdecisions.net and go to our website. We also have a weekly entrepreneur email we send out with some daily tips and, you know, technology tips and stuff like that to use in your business. And then you can also go to our website if you're interested in being one of our investor partners or just trying to want to jump on a call with me and see kind of what we're doing, find out more about that. You can go to hanfordcapital.com There's a place on there you can kind of see some more about me and my bio as well some of the properties we're purchasing. There's a place on there to fill out an investor form to be able to jump on a call with me and then, you know, go down that path a little bit further. And for those of you who want to go down a little bit further. You know, you can go to apartment event.com and find out about that event that we're doing with the multifamily investor nation come up in January as well.

Fantastic. Well, lots of ways to engage with you, Dan, and I'm sure people it would be a great experience for them and this has been wonderful for me. I like talking about business so much so I always love to talk to enterprising business owners and seeing how they are getting to that next level. So congratulations in all that you have experienced and achieved and I am sure we are going to be seeing next time I talk to you it is going to be like, oh, a million part apartment.

I hope so. Our goal is to get a billion under management. So we'll see.

Oh, wow. Okay. Well you are quickly on your way. So thank you so much for joining us and thank you all for watching another episode of Ally and you'd. And remember, we are every week putting out a new episode. You can find us@subscribetoally.com and also like Dan, Ali and you, the Business Success and Lifestyle show is on all the major platforms. If you haven't picked up my new book yet, grab it@scaleorfail.com for strategies and tools to help you scale your business, which is what we've been talking about today. And until next time, get out there and elevate yourself because you deserve it. All right, bye everybody.

See you later.

Scaling a business is not for the faint of heart. Playing it safe causes 34 million American business owners to avoid risk entirely and suffer from smallness. I understand what you're feeling. No matter how hard you work, no matter what you sacrifice, you just can't seem to get to that elusive next level. That's because what got you here is not going to get you there. Scaling is not about working harder. It's not that one right strategy. It's the whole picture. It's you. It's your big, beautiful vision. It's your team, it's your drive. It's how you show up. It's time to take a leap off the trapeze so you can soar high in your business. But you're holding on too tightly and killing your growth. If you're truly ready to leap, it will not be easy. If you want easy, there's always your comfort zone. Are you prepared to fly? You're well beyond the startup phase in your company. You've created a decent level of success. Your tenacity, your spirit have gotten you here. But my gut tells me you were not putting on this earth to play small and stay inside the box. There is something about the ability to direct your own fate. That drive for freedom, expression of creativity, building your legacy that pushes your entrepreneurial.

Buttons and that wild spirit.

If you are fully ready to bust out, step into your power. Own it as the leader and visionary that you are. It's time to get your arms around the method that will finally get you there. You are not meant to be small, you are meant to shine. If you are truly all in, then let the adventure begin.

Sam.