Reshaping Success: How a Contractor Switched From Resistance to Action | Tim Brown (Ep. 207)

Back then, what was the job average?

Oh, it was probably $800.

Yeah, like $800. And then when you brought on siding, what was the average job?

Like $8,000. So I mean, it was 10 times. It made a huge difference.

So here's the thing that a lot of people don't understand is that when you're dealing with a smaller ticket item, you still have all of the marketing, sales, and overhead expenses. Just you're not putting as much gross profit against it. It's really tough to make money. I mean, you guys worked your All right, everybody, welcome to another episode of the Wealthy Contractor Podcast. This is Brian Kaskavalciyan, and with me today I have Tim Brown Jr. from RGS Exteriors. Tim, welcome.

Well, thanks for having me, Brian. It's an honor and a privilege to be here and love it.

Give us the quick version. Give us the 2-minute backstory on you and RGS Exteriors and rain gutter specialties, and then we'll dive into some of the, you know, what the business is looks like today.

Okay, love it, love it. I appreciate it. So, the real quick version on me is, is I've been doing this my entire life, literally the only job I've ever had. I started working with my dad when I was 14. Maybe back up even a little bit more is I'm a fourth generation in this business, in our family business, and I've got four kids. I've got a bonus son right now that's living with us from Grand Turk, so it's kind of cool. So he's not in the company, but the other four have all, or do continue working the companies, are in college and, and school. So they're the fifth generation. So Family been in this business for a long, long time, 5 generations serving Utah. So we do siding, gutters, windows, really everything on the outside of the home. And so that's kind of who we are, what we do. Now, to set the stage, when I met you, I think I met you at a CCN organization back when Charlie brought you in, when you and Addy were just starting G4 Marketing, right? And we were one of your first clients. We were part of it and loved it, but we were just a small rain gutter company doing a couple million dollars a year. I think we saw the, the need and the desire to grow and wanted to grow. And so when we have an opportunity to add siding to the mix is really when we're able to grow our top line business. And that was about 10 years ago. And so now we still do about $4 million a year in gutters. So a lot of gutters, but it's a small part of our business. And I think just for perspective, so your listeners know, we did— we just finished the books out. So we're doing this here the 1st of January and we finished the books out at $13.4 million. So we've gone from a little rain gutter company to, you know, we're not huge, but $13.4 isn't isn't anything small.

And very, very healthy bottom line. Now, the interesting thing was, so back when you had the rain gutter, it was only rain gutters, it was a couple million dollar business. That business had the same problem that my business had, and that was the ticket value wasn't high enough for you to do all of the things that you knew you needed to do. Marketing, staff that you needed to bring on in order to scale and grow the business. And so by bringing on siding, that was kind of the thing that really changed things because you went from a— what was the job average back then? What was the job?

Oh, it was probably $800.

Yeah, like $800. And then when you brought on siding, what was the average job?

Like $8,000. So I mean, it was 10, 10 times, 10 times overnight on that. Yeah. So it made a huge difference.

Yeah, so here's the thing that a lot of people don't understand is that when you're dealing with a smaller ticket item, you still have all of the marketing, sales, and overhead expenses, just you're not putting as much gross profit against it. And so it's just, it's really tough to make money. I mean, you guys worked your butts off back then and still do, but you were doing it on such slim gross margins. And I think that was part of the issue was like you were trying to figure out how do I get more gross margin, but the product wasn't helping you get there. And so you added siding. Just for context, now your job average with siding is about how much?

$13,000. Well, that's everything. That's good. But that's gutter siding kind of blended. So, you know, if you, if you just did siding, you know, I don't know that number off top of my head. I should, but I would guess we're over $20,000 if we just, just looked at just our siding jobs only.

Okay, good. Now, do you mind if I talk a little crap about the mess that your business was a few years ago?

Yeah, let's, let's just, let's be, let's be honest, let's be open. I'll be happy to be vulnerable because I think my story is the same as many.

Instead of, instead of my telling them, let's go back 4 years. You tell them the mess.

Here's the thing. We were always a good company. We were always profitable, but there's a definition of profitability, right? And that's, and maybe that's what we'll talk about. I think that my dad and I always made a good living and we were paid, we paid ourselves okay. Okay. But we were never profitable. I was the guy that sat in the conferences and listened to all the guys talk about the top line. And that's all I cared about. If I could do $8 million, oh, if we could do $10 million, all I cared about is that top line number. And I thought if we could do that, then all of our problems go away. Well, frankly, with the help of the mastermind, maybe we can talk about in a minute about how important conferences and masterminds are because I think that is a huge, huge part of our growth. Setting that aside for just a minute to finish the story, I think that I was stuck and we were getting where we were and we were making wages. Basically, my dad and I were paying ourselves and that was it. We had a lot of good people, we had a lot of great managers, we had the right team in place, but we were basically making wages. So when we finally did two things— one, we made the decision here, which was probably the biggest thing that I had to do, was we're going to make money. We're not doing this for practice anymore, we're not doing this for fun. That's when we were able to really take it to the next level. I mean, there's a lot of factors in that and we can get into those, but, but once we finally made that decision to make money, man, it's just, it's life-changing. Our books aren't done yet just because we're right at the beginning of January, but I think it's coming out about a 16% net. So to put that in perspective is when we were talking 3 years ago, we were probably $8 million range with probably about an 8% net. So we've literally doubled our, our bottom line, which is what matters. The top line comes naturally, and there were some reasons for that. There were some business practices that I was so stuck on that I wanted to do. Primarily specifically with me was like the new construction. I've got these relationships with all these contractors that I've built for years and years and years and years, and wanted to continue to do that and didn't want to let that go. And with the help of you and the mastermind and some other great people, basically beat my head against the wall enough to know that that's not a good business model. You can make a good living doing that, but you're not going to make serious money. And the other thing that's so cool is like we have our company meeting next week and I've got an envelope stacked with profit sharing checks that I am stoked to hand out that we've never done because we made wages. We didn't. Now we made not only money for my dad and I as owners, but our executive team made a handsome bonus and then every single employee was able to make money also.

Yeah. So let's go back to the new construction thing a little bit because this was something you and I went back and forth on for a good 2 years. And the problem with it was twofold. One was it was not as profitable as you insisted it was. And we found out that that was the case. And then the second thing was it was almost a distraction. Because it took up an inordinate amount of your time.

It did two things. Took up time for me, but more than that is it took up stress because anytime a job didn't go right, who did the builder call? They didn't call my managers, they called me. So I was literally constantly getting calls daily. Why isn't this done? What's going on? All that. But then the second thing, to your point, so it was a stress and a headache for me, but it was a distraction because now those jobs take way more time. The new construction jobs, take 100 times more time than a remodel job or a replacement job. And so now you're dealing with a homeowner. You set your schedule. When you're doing new construction, they run your schedule. You don't control your schedule as much as you want to. So it's so distracting and it's just— you can't run your business. So what we were doing is two things. One, we weren't making as much money as we thought we were. The second thing, frankly, we were pissing customers off. Yeah, the ones that we care about, right? So we're sending them cookies and we're not getting referrals. Well, why? Because we didn't do a good job because they weren't happy. Since we've made this switch, not only is our profitability gone up, but look at our Google reviews. I think we've probably in the last year and a half probably gone from like 300 Google reviews to almost 700 in 2 years. Well, it's because we have happy customers. Yeah, again, we're doing it right.

Well, and what, and what was happening too was that the disruption of the new construction was impacting your ability to perform with your really good paying customers, your high margin customers, but then also the profits that you are making from the, from the replacement side of your business was all going to feed the other business. But here's the thing though, and here's, here's the, here's why I make the same mistakes as everybody else in business. My mistake, just like, you know, we were talking earlier about how I had a low-ticket business, you had a low-ticket business. You had a hard time saying no. I have a hard time saying no. These people are putting millions of dollars of contracts in front of you. How the hell do you say no to these big contracts? And so the animal in us that wants to go out and conquer and kill wants the contract. Our ego wants it and demands it. But then, you know, when we are stopped and forced to look at how is this impacting the rest of the business, what is it positively impacting or negatively impacting it. It took a while for us to— I hate to use the word convince you, because you had to get there yourself. But you had me and a bunch of other people telling you, dude, you got to get rid of this damn— you got to get rid of it, rid of it, rid of it. And finally, when you were able to let it go in your head, it allowed a lot of other stuff, good stuff to happen.

100%. And I think the biggest thing too is not only was it messing with me, but just going back to my employees, it's— yeah, we were burning them out. I mean, I have some really— my executive team are rock stars. I mean, they are, are the best of the best and we're burning them out because they're, they're burned at both ends of the candle trying to, to, to mop up this new construction and stuff. So, so that was really good to kind of focus on that. But then the other thing that, that we were able to do, and this goes back to profitability and average job size, was now we can hire an, an, a rockstar sales team.

Yeah.

You know, we have a good sales process, which that's critical to have. We've always had that. Even when we had gutters, we had a great sales process. but the ticket was so small, so you're only attracting so many level of salespeople because you're selling so much that, I mean, no matter how good of a, a salesman you are, if you're only selling so much gutters, they're, they're limited. Well, now you add the, the siding into it. Now you can get those $2, $3 million sales guys and attract them. Well then now you can make some real money and they can make some real money. And, and I think that's one of the biggest things that happened to us in the last 2 years was our sales force probably went from 2 to 10. And now we have 10 guys that are there all day. We have a full-time sales manager now. He's not even selling anymore. If you had asked me that 3 years ago, I would have said, no way. We're never— well, there's no way I'm going to have 10 sales guys. Yeah. And so that allowed us to do that and get and focus on the things that matter.

Well, what about your time now in the business? So before all those guys were calling you, you dealt with all the builders, you dealt with the contracts and all of that. Now what do you do in the business since that's gone? So two things.

One, EOS has helped as well. That's the other thing that we've done. In the last 2 years, which again, we got from our masterminds. But so EOS has been a big part. Now I'm just a visionary. The only day-to-day job I have in the business is marketing. So it's the only thing I do is I run the marketing department in the company and, and, and I'm looking for, if I could find someone to replace me, I would do that. It's just hard. That's what I have my degree in. That's what I went to college for. So it's a little hard. But what do I do? I think to your point is, is don't get me wrong, I still work every day, but I, I work when I want, how I want, I do what I want. I literally go into my office. The only time I go into my office and spend any amount of time is when we do our company meeting. So once a month when the entire company's there, I run that meeting. So I'm there for that. And then if the radio comes, we have some billboards and radio stations come and do their show live from our office. So when the radio comes to our office, I'm there for that. Other than those two things, I don't go to my office during the month of December because we didn't do those two things in December. I literally didn't go to my office. I don't know if I went one time in the month of December. So to your point, now what do I do? I manage my managers and I work on the business and I'm able to do those things and travel and do all the fun stuff, but then get the work done whenever I want to do it.

Are you part of the Level 10 meetings? Every week?

Nope, I don't, I don't go to those. So I report the market numbers, but I don't even go to level 10. And part of that is anybody that knows me, they're kind of chuckling because they know how much I talk and how, how I wreck things. So if I go to the level 10 meetings, instead of being 90 minutes, they're 2 hours or 2 and a half hours. So we just made a conscious decision that I stay out, let the executive team do the meetings, and then I do a VI meeting with, with my integrator, with Curt, and then we do that later on. And that's just been a world difference for them because, look, owners, we go back to what you said, we're bulldogs sometimes for no reason. Like, we make messes.

But that's our nature.

It is our nature.

That's why we need to surround ourselves with the Kurtz of the world, the Justins of the world, the Yannis of the world. I'm talking about the people around me and Tim. And we need to surround ourselves with people that are all about execution. They could stay focused. They clean up messes. They don't like when you come in and make a mess. And so they don't want you there.

They don't. Honestly, it's probably— they— I probably go back in and go, oh great, Junior's here, what now? So it's better that I'm not there. But the other thing too is it was really hard because I was such a control freak for so long, and that was one of the things that I took that time. It was really hard to let go. But I think, one, you got to hire the right people, and once you do hire the right people, then you got to trust them. Trust them to do their job. And look, are they going to make some mistakes? Yes. And there's some things that I go, oh my gosh, why did you do that? But you have to let them do it because they're never going to learn and grow. And look, my executive team and then my next-level managers are all amazing. Like, I love them all. They're my brothers and my family. I love them all and I'm grateful to have them. And certainly, they make mistakes, but you got to let them make the mistakes and then they move, they fix, they move on, they fix them, and they're not going to make that same mistake again the next time. And then you get to the point where you trust them emphatically. And then frankly, as we continue to grow bottom line, top line, all of the above, I want them to all be extremely successful themselves as well and for them to be able to do what we're doing. Part of the whole mindset training is, is like, have the worthy goals or whatever it is. I want to create many millionaires within my company. Another one, a gentleman you've had on your podcast, DJ, I kind of stole that from him, but I want to create millionaires within my organization. And so, and that's how you do that is by getting those guys like that.

Yeah, absolutely. That's my goal too. I want to make millionaires. That's, that's my, you know, my whole reason for being here and reason for coming to work every day is to do the same thing.

Brian, one thing I'd like to say to that, I think it's kind of, that's kind of fun is because how your mindset changes. Because when I first— when we first met 12 years ago, I was probably a $2 million, $3 million— let's call it a $3 million company. I never even imagined owning a $10+ million company, let alone a $20 or $30 million. So my goal was to make probably $100,000 a year. Like, literally back then, that was probably 6 digits, right? Well, then now it's like, I want to be a millionaire. Well, then you've— okay, well, now what? Well, now you want to make other people a millionaire. And how awesome and how impactful is that to go from I want to make $100,000 until I want to do this? And that's awesome.

Well, and it's also interesting too, because it's not only about, it's not only about the money as the owner, it's also about time. And so when you are like you were, like I am, you know, or used to be, and how a lot of people listening to this probably are, so wrapped up in the day-to-day of the business, working on things that have zero leverage, you're not developing people like you should, you're not developing processes, you're really not focused on the bottom line, because you're just trying to feed yourself, your family, and your people. But when you break out of that and you move up and you realize, hey, wait a minute, I'm here to create a business that works not only for me but for my team as well. I hate to say, use the word magically, but now all of a sudden, magically, you find yourself in control of your time.

Oh, 100%.

So instead of the business controlling and dictating your time. Now you control your time. So you want to work from home, you work from home, you want to work from 1 o'clock to 3 o'clock in the afternoon and the rest of the time go and do whatever the hell you want to do. You go and do that. You want to take a week off for the hell of it? Go. You want to come to Accelerate in Orlando for 4 days or bring your family with you for, you know, 4 or 5 days and then come back a month later and go to Success Society meeting in March? You can do that. And it's just, it's such a better way to live.

It is, Brian. Look, this is kind of a saying I'm going to steal from someone that you know and one of my, another mentor of mine, Shawn Foyer, but I get to do what I want, when I want, with who I want.

Right.

And that, and when you get to that point, man, that's so impactful. And I think, and what you said, so when I get to go on, like my wife and I go on a couple of cruises a year. I'm a big, we'll just say I like to go to Africa and go on safaris every year. And so that's, I go to 2 weeks to Africa every year, like whatever you want to do. You do. Now, the other thing we haven't even talked about is that I coach high school football and high school wrestling. I have the time to do that, and I've done it for 10 years. It's a passion of mine. I love being a high school football coach, you know, and I have my oldest son is playing in college right now. I have the opportunity to go to his games. I will fly all over the country this fall and I'll go. I won't miss one of his games. So it's so awesome to be able to do those things. But you still work, but on a different— you work at a different level. Like, one thing that I've taken from you, Brian, to your credit, I love— I don't know if it was Accelerate or one of the other times, but I tried to block out an hour every day of just thinking. And one of the things that for me that's worked out really well is, is I go to the gym and my gym happens to have a sauna and a steam and a hot tub. And so when I get done working out, that's what I do is I literally, I go in, I have a podcast on, or I just have my phone just for notes, not to do anything else but to take notes and make notes and sit in the sauna. I've seen the hot tubs in the steam, whatever it is, and you're just thinking. It's our job is now to think and to grow and to get better.

But you talked earlier about the decision. And we've, we've gone, we've talked about a lot this, and DJ talks about it too, about an event that we were all at. And I said that from the stage.

Well, you called me out.

Well, I didn't name you. I didn't name you. Yeah. But that was the comment I made is that this person, which now we know it was you. So if you go back and listen to any of these Accelerate recording, I think it was like 2019, Accelerate 2019, something like that. DJ is in the audience. And he hears me me say that. And he goes, damn it. And he was a guy that would have a, what, a $20 million business?

Right, right.

And he realized that, damn it, he's also talking to me. I haven't made the decision yet to be profitable. So what does that— what does it mean? What does it mean to you to make the decision now to be profitable? What did that look like?

So I think for me it was no more excuses. Today we were on a call earlier with one of our masterminds and there was a gentleman talking and I was sitting there thinking, I'm like, "Oh my gosh, this was me 5 years ago." He was explaining something that was really awesome for him and it's going to be really good, but he kept having all these justifications, "Well, but." In fact, that was one thing he used to say to me, "Well, but." Well, I used to be the "well, but" guy all the time. And I don't think you truly can make money when you're "well, but." You got to get that out of your vocabulary. It doesn't matter. There's no excuses. This is what it is and you make it happen. And I think once you get to that point, man, this life is so much better. And now we focus on what is going to make us money and what is going to make the livelihood of all of our employees better. Because let's be honest, you don't want to make money just for you, but you also want to make it for your team, your employees, to share or do whatever you want to, whatever you want to do with, with, with the wealth or the money is to help other people. And when you can do that, it's a whole other level. That's what life's all about.

But it's also about— and I've talked about this a lot too, is it's also a lot about like on the airplane. So if there's a loss in cabin pressure, what happens? The masks are going to drop. What do they tell us? Put the mask on yourself first, and then only then can you help somebody else.

So because I never did that.

No. And I mean, it took me a while to learn that too.

One thing I think, I think that, and I wanted to kind of bring this up today because I think it's so part of my journey is You hear all these things all the time and you know that, but how do you make it and do it and how do you execute it? Let me back up a little part of my story too. I've been a member of CCN or Certified Contractors Network since 2005. So for a long, long, long time, DCN has absolutely been a huge part of my business and I would not be where I am without Richard Kaler and, and Scott Siegel and running and Gail. I gotta, can't forget about Gail in there, but like what they've done to keep the organization going and, and doing what they're doing. And then, you know, now with Martin Delft going, helping with Scott, those things have been invaluable for However, it only gets you so far. Now, going back to I go to conferences, I do these things, I've got good systems, I'm learning it. Well, then I go to your mastermind. Well, now I'm sitting in a mastermind, a guy that knows what I need to do but doesn't do it. Now, I have a group of peers sitting in a circle and calling me out. I mean, look, there was days where I wasn't in tears, but I mean, it was close. Like, I got called out on the table to the point where after my hot seat was over, I'd have guys come over to me and, "I'm so sorry, man. We were a little harsh. I'm so sorry." Well, one, I needed to have that happen. I needed you and the guys in the group to call me out. But what this mastermind did that I wasn't doing is it got me to think differently. And I had peers calling me out, holding me accountable. So, not only in the hot seat and I know I got to fix this because in 3 months when we meet again, if I don't have my crap fixed, they're going to get frustrated. And actually, John O'Leary, another one of your great guys told me flat out, he said, Tim, the first year, you're in a mastermind. I got so frustrated, I didn't even pay attention to you because you would say all these problems, we would tell you how to fix it, and you would do nothing. And he said— gave me one of the best compliments he could have ever given me at the last mastermind. He said, Tim, you know, I love it now because I'm seeing growth in you and you've changed. You're taking these things and you're learning them. And I think that's what the mastermind does, is whatever it is— CCN for me, whatever it is anybody's doing— is going to get you to so many levels and continue to do it. But going to a mastermind and being with a group of people that you can love and trust and hold you accountable and call you out on your BS is going to get you there. And that's what I needed. I needed Brian and the team with the— with our mastermind to just call me out and to finally go, what am I doing?

Yeah, well, you've heard it. You know, I open Accelerate, especially the last couple, 3 years, with we're all about tough love. It only comes from a place of love and respect, but we're not going to dance around and not tell you hard truths. And it's not—

it does no good. It doesn't help.

It's not always easy to hear, but to your credit, yeah, you frustrated the hell out of everybody, me included. But something happened between year 1 and year 2 where you started to realize, wait a minute, I think these people really are coming from a place of they really want to see me succeed. They really want to help me grow. And when you have that, it's such a— it is a beautiful thing to be surrounded by people that aren't afraid to call you out because they're going to be there. They're not just going to come in and punch you in the nose and say, you know, go now, go take care of yourself. No, they might punch you in the nose, but they're going to give you a hug and say, hey, you needed that, man, but I'm here for you, whatever you need. And it's, you know, and you took it. I mean, you, you took it like nobody else, but you said something early. You used the word learning, the things we're learning, and you're a learner. You learned and learned and learned and learned and learned and learned and kept learning and kept learning. But then what you decided to do was do.

Yes, I was a learner, not a doer. That's exactly it.

It was all— it becomes all about execution. Charlie and I talk about this all the time. It's about implementation. It's about execution. Me and John Anglis talk about this too, is it's like Here's what to do. What are you going to do with it? Are you going to ignore it or are you going to actually go do something with it? Are you going to actually implement it? And the implementers will win every time.

Every time. 100%. And I lack that. I think two things that I lack. One, I wasn't implementing A and B. I don't ever feel like I was a prideful or an arrogant individual, but I think once you start really humbling yourself and go, look, I'm not the smartest guy in this room and you realize that he knows something and she knows something and they know something, listen and learn and take their advice. Wow, it's powerful. And the other thing that I think that is really important to do is, so we've talked about the masterminds, but the other part of my big growth is I'm a big conference guy. I will go to everything and everything I can. You name it, I've been there and I love it. To me, part of it's that I'm grateful that my business allows me to do that because that's truly my favorite part of the business. I'm a people person. I like to network. I like to talk, like to go to the bar and have a Pepsi Out. I mean, I love that part of it. But going to conferences, Accelerate specifically, it's the next one coming up. You've got to go and you've got to be there and you go and you go and you go. And then some people say, "Well, man, I look at the speaker list and it's the same speaker list as the last year or maybe the year before." Well, two things I'm going to say. Well, so what? Second thing is your mindset is different today than it was last year. Let's say you or Megan or whoever, or John Anglis or Scott Berman, whoever it is that's going to speak could literally give, or Charlie Gindale, They give the exact same presentation today as they did last year, same slides, same presentation. And you are going to get something completely different out of it because your mindset is different. You're going to hear different things. And it's so important. It's just like, like, like scriptures are important to me. Why don't you read the Bible? Or in my case, the Book of Mormon? Like, why do you read those two things over and over again? It's the same words. You've read them 10,000 times. Why? Because your mind's different and you're going to get something different today than you did last time, right? If you continue to go to Accelerate and these other meetings and other conferences and do it and go and go and go then you're going to learn, then you go back, and then once you can start to implement it, and once you become— that's when things change. And I think that's why for us, that's what's happened. That's been the transformation, is really it's starting way back in 2005, joining CCM, to going and getting in masterminds and going to conferences. And then now I really work on my mind with Shawn and others like that. I think when you can kind of go on those journeys, man, it's so powerful. And then life is fun again. It's not stressful. I mean, look, we all have stresses, I don't lay at night and stress about how I'm going to pay this bill anymore. It's different things and it's fun.

Yeah. And that's how it's supposed to be. And it's, it's all about, you know, this, that's what we talk about here is think about the life that you want. Think about what it's going to cost you. And then how do we build a business that's going to deliver to you the money that you need and the time that you need and the freedom that you need in order for you to live that life. And, you know, a lot of times people will hear that and say, well, that sounds very far-fetched. That sounds like, oh, you're talking airy-fairy, you know, stuff. I'm not lucky enough for that to happen. What would your comment be to—

That was me. Everything you just said was me. You always— a lot of times you've done it accelerated in our masterminds, the 4-number exercise or whatever you want to call it, when you sit and think about what do you really want. Well, I can tell you right now today, and that filling that out today is going to be completely different than it was even 3 years ago. I mean, in a good way, but you have to, one, know that it's possible and do it. Quit making excuses, quit letting other things get in your way and make it happen because once you do that, it just changes everything. And now, what I think about and what I worry about a business is ways to make it bigger, faster, better. As opposed to payroll, sales, production, whatever it is that we get stuck in that minutia of the business. That's not even something you think or worry about anymore. I don't know if that answers that question or not, but that's kind of how I listen. It's—

I think for the listener, you know, one of the things that I hope to do here is inspire people to take that, whatever that next step is, or that whatever that leap of faith is. And listening to your story and, and some of what you've gone through, it wasn't easy for you. Wasn't easy for me. For some people it's easy, you know, you listen to some of these, oh yeah, I've been doing, you know, $30 million a year and I just bought a private jet and I this and I that. That's not most of us. You know, for most of us it's damn hard to make a million dollars a year or whatever your number is, half a million a year or whatever it is, to live where you want to live, to just be able to take a few weeks off a year. But it's hard for most people. But I think you've, you've done a really good job of talking about your journey and what you've gone through, and I, I really appreciate you being so open open and, and candid. And I'll say to anybody that if you see Tim in the hallways— and this is going to go out after Accelerate— but if you join our, our new Success Society, which Tim is a member of, or you see Tim at another conference somewhere else, go up to him. He's one of the nicest people you'll ever meet, and now he'll have great advice for you.

Yes, it did. Well, look, Brian, you and I have talked about doing this a long time. Part of it's kind of my goals is to do these kind of podcasts. I love them because I feel like there's some things that I can help others because I've gone through those journeys. But I also think there's got to be some credibility. And look, I didn't feel, frankly, if you would've asked me 2 years ago, I probably would've turned you down even though I wanted to do it. Yeah. I wasn't ready. We weren't there. And I think that kind of close up, and I think a really important thing is I was the guy that sat and listened to the guys on the stage, and I'm not talking about Accelerate, but other events, and they sit and talk about how they do $100 million or $50 million But what is their bottom line? Yeah, because I'm going to tell you right now, a guy doing $5 million with a 20% net is making a whole lot more money than the guy at $30 million at 1%. And I think, I think it's a lot of it's fake and it's fluff and it's not real. And so I think talk to the guys that are real and learn and grow. And that's where the growth comes. Anyway, sorry.

Well, and also with that is, is like you don't need to grow a $50 million business. And I— well, how does that relate to me? I'm doing $3 million a year, I'm doing $7 million a year, whatever, you know, $13 million. How does that relate back to me? How is you boasting about you building this big-ass business going to help me? But anyway, point taken. Very well said. I appreciate you being here. I'm excited to see where the next couple of years takes you. I'm just thrilled with your, your success. And your wealth and your freedom. And, uh, thank you. Thanks for being—

well, thank you, thank you. And just like a last plug, man, just, just get involved in Mastermind Success Society. Whatever it is, do it. It's going to change your life and you will never ever regret it. And the only thing you can't get back is time, so don't procrastinate it. Don't put it off anymore. Do it. Come, go, be involved, and you will not regret Love it.

All right, everybody. Well, until next time, this is Brian Kaskavalciyan and this is the Wealthy Contractor Podcast.