How To Buy And Sell Businesses | Jeremy Neves Interview

Hey guys, welcome back to the show. Today we've got with us Jeremy Nevis on the show. We're going to do— I think it's going to be a fun conversation. I'm excited. So welcome to the show.

Thank you.

Jeremy, I asked him what he did earlier and he said just kind of everything, right? It's hard to give an answer.

Yeah.

But give us a 2, maybe 20-second to 2-minute overview of all the stuff you're involved in, what you're working on, then we'll dive deeper in all the stuff.

Yeah. My favorite answer when people ask me that actually is I'm trying to figure out what I want to do when I grow up.

Yeah.

It's a lifelong journey but I've got a few different things. So one, I'm doing some coaching and some consulting. So I've got a group about 12 guys that I do one-on-one coaching for and some mastermind together. That's personal and business development focused. And that's the most fulfilling thing that I'm doing business-wise today. I love just getting in and working on the self and helping see blind spots. And it's teaching me more than I'm sure it's teaching them. So super fulfilling aspect of what I do. Another thing that I'm doing is I've got a capital company. Akamai Capital, and that's to syndicate funds for private investments. It's a newer thing, it's something that I'm learning. I hadn't raised funds for any of my previous business ventures, and I was intrigued by that and how money works and deal structuring, and just being able to go in and look at different businesses and see how they're structured and how deals are structured. I know you know this really, really well. I'm excited to learn from you on that. And so that's been a really, really fun project that I've undertaken.

And you just started this a little bit ago, you were telling me. Yeah, just a couple months. But you've already done a few multimillion-dollar deals, right?

Under your belt?

What were those deal sizes again?

Yeah, so the first one was $2 point something, $2.2, I think, and then $4 million was another one that we did. And I've looked at and, and worked on probably 6 or 7 others. So, um, and then I'm also buying dental practices. Kind of random. People are like, are you a dentist? I'm like, no, I don't even have good teeth. You've got great teeth, by the way.

But— You know what's funny, actually? These are fake. I got them knocked out 2 years ago playing basketball. Yeah, an elbow to the face and Anyways, now I got brand new teeth. So there you go. That's how you do it.

Perfect teeth. So yeah, we can help with that. Anyone else who's having issues.

Should have gone to your practices. Yeah.

So yeah, just, this is a fairly new venture as well within the last year, buying dental practices. So we're buying dental practices primarily, well, all in Georgia right now. I've got a partner out there who's a dentist and we've got 4 practices. We're gonna roll up, go to 15 to 20 practices, optimize them, find the economies of scale, and then exit, sell to a private equity company.

That's awesome.

Those are the 3 main areas I'm working on in my business ventures.

Geez, well, that's fun. Yeah, it's hard to answer. Yeah, what do you do for a living? And then, your story goes well beyond before this. This is just all— this is all the new exciting stuff for you. Take us back a little bit to how you started. You started in sales, you told me earlier. Door-to-door, right? Right, college, door-to-door. Why did you choose that? And if anybody's, you know, in Utah, you'd know all about door-to-door sales, but walk us through door-to-door sales as well, right? The people that come around, pest control, solar. You've got alarm systems that used to be probably— how'd you get into that and why did you start in sales?

Yeah. Yeah. So I went on a mission for my church. I went on an LDS mission. I served in California 2 years knocking doors and, you know, preaching the gospel to people.

Yeah.

And talk about a tough sell, right? You come around and you tell them to give up all the things that they enjoy doing, you know, all the fun things, and then also give up 10% of their income as a tithing. Yeah, it's a tough sell. So, you know, I came home from that and I had a brother-in-law that was knocking doors. selling TV services door-to-door. And he's like, hey, come try this out.

Mm-hmm.

And the first day, I'll always remember this, first day he takes me out and spent about 30, 40 minutes with me prior to going out showing me the pay scale was probably half of that. The rest of it was, you know, here's the product, here's the service, here's what we offer, and here's the brief pitch, but come watch me. And he would knock the door and I'd watch and he'd, you know, do his pitch. You know, we're out here with DirecTV and Dish Network.

Mm-hmm.

We're helping people save money on their bill. He goes through his whole spiel, and he gets in these doors, and he sold 3 or 4 accounts while I was watching him.

Wow.

And I was like, wow, this is awesome. And we got in doors left and right. I was like, man, we get in way more doors talking about TV than we did about God. This is fascinating.

It's hard to sell religion. I did a mission in Taiwan, yeah, 2 years, spoke Chinese, and that's just— yeah, that's a hard sell. But yeah, maybe DirecTV is a little bit— even still a hard sell. DirecTV, that's hard door-to-door too.

Well, door-to-door in general is hard. It's hard coming around, and people aren't expecting you to be there, and you're imposing on their space. But You know, I saw that and then he's like, hey, do you want to— you want to knock some of these doors and you want to try? I'll stand here, give it your best effort, and if you get stuck, just look at me and I'll take over. And I remember knocking that first door and I was terrified. Like, yeah, the biggest thing is I was terrified about him watching me because he knew whether I was doing it right or wrong. Yeah, they had no clue, right?

He's the expert. Yeah, he's the expert and he just did it so smooth.

And I'm trying to remember what he said and how he said it, and it was so clunky and I felt so uncomfortable. After about 2 or 3 doors, I said, hey bro, can you go on the other side of the street? He's like, what? I'm like, yeah, like I'm nervous about you being here. I'll figure this out, but like, you know, let me just kind of jump in the fire. So he went on the other side of the street. I go knock doors and we go until sunset and I get back together with him. He's like, so how'd it go? I was like, I got 4. He's like, you got 4 deals? I'm like, yeah. He's like, show me. And I show him all my deals and I had messed up every single one of them.

Like the contracts and stuff?

I messed up the contract, I messed up the programming, I messed up the pricing. Like I'd messed them all up.

But you got in though.

You got in the doors. And I got through the process.

And you closed them.

Yeah, I might have done it wrong, but I did. So I had to go back and talk to each of them. And, and, and it was a humbling experience. And I was nervous. But I think I lost 3 of the 4. One of them might have stuck with me. But it felt like a major win. I learned. And, and so had a ton of success with that. It started out there. And I just started seeing the sky's the limit. Mission teaches you that, right? You see people transform their entire life and you grow in leadership roles. And so I went in, I said, hey, what does it take in order to progress in this company? Progression is kind of like a common theme in my life.

Yeah.

Starting out, you know, mowing lawns and then it's like, okay, well, now how do I own my own lawn mowing? And then I washed windows. It's like, how do I own my own window washing? You know, same thing happened here. And I said, how do I progress here? And they said, well, you know, in order to be a manager, first a sales rep, but then to be a manager, you've got to have X amount of sales and then recruit X amount of guys. You become a manager. Cool. There's no timeline? No, just you got to be able to accomplish those things. Great. So I became a sales manager. I said, what's next? Well, to be a regional manager, you got to have X amount of sales, X amount of guys, and X amount of managers that have X amount of sales, X amount of guys, and you become a regional manager. And so from June of 2008 until May of 2009, I went from a solo sales rep to a regional manager.

Wow.

And I had 5 managers and 60 reps underneath me.

Geez.

And that wasn't because I was an exceptional recruiter and brought all those guys on. But I found key core leaders that brought other guys on and were incredible trainers, arguably better than me at that.

And this is mid-recession.

Yeah.

Any correlation there?

I had no idea.

Oh, really? Didn't?

Yeah, 'cause like, this is my first career move. Like, I don't own a house, I don't have a business, I don't have, you know, so I look back now and go, oh, so this is what it's, and I know this is maybe, this COVID thing is not what it was in 2008, but people's lives were just turned upside down. At that time, I had— I really didn't know. I didn't have that big of a grasp on it. However, you also look at it and go, when people lose money and have all of these other issues going on in a recession, where's their form of entertainment? It's not going to the movie theaters and spending $17.

Yeah, good point.

It's not going out to the amusement parks. It's staying home and you gotta watch your shows. And so arguably people wanted TV more.

Interesting.

And, and really the way that our business was structured, we were at the time, we were a dealer for different telecommunications products. So TV, internet, phone, and we had different services. So if somebody had Dish Network, well, we offer DirecTV. The benefit of the new customer is that the new customer gets the new equipment at a lower price and they get the new customer deal, right? But they can keep all their same channels. So they're just switching to a different provider and they have to learn different channel numbers. And that's what you're convincing them to do.

Gotcha. Right.

So that was, that was During that time.

Something I love about your story is what I think a lot of people don't do is ask the path. You were very intentional about the path to growth and success. I feel like, I don't know, a lot of people I meet, I ask them 5-year, 10-year, where— what is the path you're on and where's the— where's your vision, right?

Yeah.

And they don't— they don't know or they don't have it or they kind of see, well, yeah, I'd love to be a VP of my company or a CEO one or an entrepreneur one day, but they don't really map it out. You got down to the numbers. Okay, how many managers? How many reps per manager? I love that. I think that's, that's crucial for, for anybody in any industry and what they're doing.

It's fascinating that you say that. I think back, you know, we'll get to this and owning a business and everything else, but so often people just get complacent where they are and they don't know what else is out there, but they don't know just because they didn't ask. And by asking, it opens up so many doors, right? There's just— I feel like the higher up you are and the more responsibility you have in a business, It's not necessarily because you do more; it's just because you know more. So I think that's a great advice for people that are getting their start in business is like seek to know, not just like to do all the things, right?

Yeah, I love that.

Get out and crush and do the things, but knowledge is power. You know, put into action, obviously. And so yeah, so you did this.

Yeah, so you did this. Yeah, and you done did well. What are you mid-twenties at this time?

Yeah, so I'm twenty-one.

You're twenty-one at this time. Okay, and you've. You've already built the sales team.

Yep. Go out for the summer. So that was from June till May. Yeah, we go out for the summer, 60 guys, right? Yeah, this company. So this is my first summer. If anyone who's listening—

This is your first summer?

My first summer. Oh, I didn't do it before my mission. I just got home from a mission and I start knocking.

You've already got 60 guys under you.

And now I'm at this, this summer starting, and I'm going— so from June until May, I was just knocking locally and would go on some blitzes or work at a home show, but I'd never left the state and done a summer program, which is totally different. You got to understand housing and market research and all these different elements. Here's the worst part. To make things even worse, this company had never done a summer sales program. They had done year-round programs locally. And there's a, there's a vast difference. So here we got a company that's never done a summer program. Then you got a regional manager who's never done even a summer as a sales rep running as a regional.

Yeah.

So the recipe there is You're gonna learn.

You're gonna learn a lot.

You're gonna learn a lot.

How did it go?

Yeah, so we finished the summer with 12 guys.

Oh wow.

Terrible, terrible retention. And, and those 12 people, you got cousins of mine, you got friends of mine, and you got sister, you got family members of mine that are out there. That's who stuck around to tell you how bad it was. Like everyone else is like, peace, dude, I don't owe you anything, right? Um, but you know what ended up happening is, you know, we didn't, we didn't understand how to do market research. So we went to some markets that like I remember the first day we sold in Stockton, California, or Redding or somewhere, somewhere out there, and the team sold 26 accounts and not one of them qualified.

Oh, wow.

So just these things you just don't know until you've been out there and done it. Housing, they were signing year-long contracts when we're only out there for a 4-month program, right? Just all of these elements and getting furniture and all of the stuff. And so we were getting eviction notices on our apartments. If knocking doors isn't hard enough to come home to an eviction notice and you're having to worry about that.

Yeah.

We learned a lot of really, really hard lessons during that summer. And so fast forward, I come home at the end of that summer and didn't make what I wanted to make. The company hasn't paid me all of what they needed to pay me. They're in a tough spot. They've leveraged to the hilt. And I'm faced with this decision of like, okay, I see the opportunity and I believe in it and I'm passionate about it, but I feel responsible for the people. I'm putting my name on the line and my reputation on the line. So if I'm gonna do that, I need to have more control. And so I went to the company and just let 'em know, like, I've gotta do this, you know, either gotta be a partner or I gotta go do my own thing. And they hadn't paid me at the time.

Oh, so they're holding the check too, yeah.

At the time, about $22,000 is what they owed, and they weren't gonna pay some of my people's backends. And went to bat, they were able to get paid, but they didn't end up paying me.

Oh wow, that's not good luck.

They said, we'll pay you as long as you stay. And I'm like, no, it's the other way around. You pay me and then I get to decide if I stay. And so I ended up having to, you know, Take that leap, left the company, and they still didn't pay you. They never did.

Wow.

Never did.

Yeah.

I had the chance to go fight it and go legal and everything else. There's a whole story behind all that, but I really just decided I'm going to focus on what I want instead of what I don't want and fighting this thing. More positive energy. And so 2009, so from May until August, I was running with that other company during the summer, came home in September of 2009. Um, right after my 22nd birthday, um, I started, started Xyte and, uh, started my own company. And, and at that point I'm like, I don't feel like I can go and ask anyone who just had that experience to come with me.

Yeah, yeah, you gotta find a new pool of people.

Yeah, a new pool. And, and I've got to make sure that I've got the train tracks ahead of the train in order to, in order to bring people on. So started out, you know, very, very small, selling the accounts, hiring the technician, then ordering the equipment, answering the phone in a different voice as customer service, like wearing all the hats. Oh yeah, making sure we could figure it all out before Before we went and poured gas into it.

And so that was 2009, you're 22 right now.

Yep.

You guys launch, you launch Xyte.

Yep.

Tell me about what happened next. That summer, did you actually get to be able to recruit people?

So yeah.

Were you just doing it yourself for the first year? How did it work?

First summer, it was me and my brother-in-law, we were partners at the time.

Okay.

And so me and my brother-in-law, and then we brought on 3 people, 3 or 4 people before the next summer. And we all went out for the summer. I was the single guy. Young single guy. The others were married, so they all had their own apartments. But my apartment was my bedroom, and then the extra bedroom and the living room were all where our storage for our inventory and where our computer was for processing, you know, printing out for the routes and everything. So I routed the technicians in the morning, got them their inventory, and then went out and knocked doors all day and managed.

Where were you selling?

We were out in Indiana.

Indiana. What were you selling? What products?

DirecTV, Dish Network, and different internet products. Yeah.

Geez. Okay. So this true startup stage.

Startup, just bootstrapping.

Just like getting it. And it obviously did well. So what happened?

So year 1, we did 1,000 accounts. Wow. We did just shy, I think it was $900-something thousand in revenue year 1.

Yeah.

And we learned a ton.

Yeah.

And then next year we had 10 people and we, we grew 50-75%. I think we actually did about 2,000 accounts. We ended up growing every year over year for 10 straight years.

Yeah, wow.

And then exited in end of 2018.

Wow, geez, that's cool. So in 2018 you sold to somebody else, competitor?

Yeah, one of our competitors.

Just all the accounts and everything?

Yep.

You exited out. So you exited, how old were you at that time?

I'm 30, let's see, I'm 34 now, or 23 years ago, 2 years ago, so 32.

32, somewhere around there.

So 10 years, 22 to 32.

Yeah, 22 to 32, so you spent a decade doing that.

Yep.

Have a great exit on this business.

Yeah.

And then, Now you're like, what do we do here? And I want to get into what you're doing now because I think people on the show too, a lot of people are interested in buying dental practices and other stuff there. So tell me how you got into those businesses and we'll go through kind of each one. Let's start with dental practices.

Go there. Yeah, so fascinating. I'm going through this phase of like, hey, what do I want to do next? And a lot of people are like, man, grow a business, you exit a business, like that's got to be a great feeling.

Yeah, well, yeah, did you want to retire then or like, or no? Like what was your thought process? Like I'm going to go travel or like what?

Yeah. So honestly, it's— I'm hungry and I want to get going, right? But there's this interesting thing, and I don't know if a lot of people talk about this, but it was probably one of the most depressing times because what I realized is that so much of my identity was wrapped up in my business, in my title, in my achievement, in the things that I was accomplishing. And to take a step back for a minute, it's like, wait a minute, my value was so tied to that, you know? And even though you don't need the money right then, you're not making what you had made before. It's not coming in the same.

Yeah.

And so it was fascinating for me to kind of look at that. And I did a lot of personal development, a lot of introspection of like, what matters most? You know, where— what do I really, really want?

Yeah.

If that first phase was achievement, where's the fulfillment side of my life? And so I really started looking at that. And I had to learn from that.

Yeah.

Yeah. One of the things that I learned is that you don't have to choose achievement or alignment. You can have aligned achievement. So you can do things and it doesn't have to be the thing that you're doing that gives you the fulfillment, but you can have that along the way. And so I had just been so focused on achieve, achieve, achieve, achieve. Not that I didn't, you know, give back and I didn't, you know, serve and do those things that were fulfilling. But it was, it was, you know, my, my desires were a little bit my— what I thought was going to bring me happiness was not what was really going to bring me happiness.

Yeah.

And so I just started, you know, taking meetings with everybody. I started asking questions. I'd be with you, you know, recently meeting you, and I'd be asking your story. I'd ask what you like about your business. I'd ask, you know, you know, why you do what you do, what you don't like, what your greatest challenges were. And I was just trying to take in as much info and go, okay, what do I want? 'Cause I didn't know what I wanted.

Yeah.

And, um, and I, as I go through that process, the dental practice comes along because my friend and I were talking. I had done some consulting in the healthcare space, and what I learned in that space was, man, what a, what a lot of opera— there's a ton of opportunity in the space. Where else today in 2020, 2021, Do we have businesses that are using fax machines and pagers like doctors? You know what I mean? Like, yeah, they still use those, that technology, right? It's just ancient, you know, processes and stuff. And so I'm like, there's a lot of opportunity to innovate and to do things there and there's a lot of money. However, it's highly regulated and there's just a lot of landmines everywhere. And so I was like talking about opportunity, but also going, but I also don't want to be in that space. Yeah. And he's like, well, what about dental practice? He's like, I've got like an uncle or brother-in-law. I think this is how the conversation started. He's like, and he's a marketing expert. He goes, um, you know, he wanted me to do some marketing for him, but if I'm gonna do the marketing, I might as well just own the whole thing.

Yeah.

And I'm like, because he does start to finish, you know, he does the supply side and, and the marketing side and the fulfillment. So he's like, I might as well just have my own. I'm like, well, can you own a dental practice without being a dentist? And that was the question that led to where we are today. I started going down this rabbit hole of What does it take? You know, and you find out there's 6 states that you can be and not be a dentist and still own a practice. The rest of them, you can own the management company that owns all the assets and all of the inventory and all of the non-clinical aspect of it. You can be a dental service organization. And, and so I just started doing this discovery and more and more came to light. What was fascinating to me in the opportunity, I think the thing that got me the most excited is that Most dentists are not business people.

Yeah.

They go to dental school, they don't go to business school. And why do they end up owning their own practice? Well, because it's what people do and it seems exciting and you think you want it and you're ambitious about it. So you get out of dental school with all this debt, then you go take on more debt to buy a practice and finance it and all of that. But then you get a few years down the road and you realize, wait a minute, what I really love, what I'm passionate about, I'm a technician. I want to get in and I want to work on those teeth.

Yeah.

I don't want to hire, I don't want to fire, I don't want to do payroll. I don't want to worry about all these other elements of the business. I want to clock in, clock out, work 4 days a week and make $250K a year. Yeah, that's where I want to be. Yeah. And so I was like, well, that means there could be a really big alignment here. I want to run the business side of it. Yeah, I want nothing to do with that. Yeah. Yeah. Let's just find a way that we can synergize and work together.

You know what's funny? I— my mom, her family has 9— she has 9 siblings, 9 kids total. 6 are dentists or orthodontists. Or maxillofacial, they're all in that game. And yeah, they're exactly where you're at. They run their own practice and they all have this—

this—

they either got to overcome and learn and just become a business owner at this point, or they, yeah, pass it off to somebody else.

Did—

when you were looking at that industry too, did you look at the— what was the most lucrative aspect about it? Was it the exit? Because you could sell these— you mentioned that earlier— you could sell them to a bigger firm. So that— you're nodding your head. Is that the biggest— that's the most lucrative Yeah.

The biggest opportunity is that you can come in when you're buying and it's— it turns out, and you probably know this better than I do, is with most businesses, when you own just one business, it's a standalone business. It's got a certain EBITDA multiplier, right?

Yeah.

And a certain value to it. But when you have other aspects, ancillary businesses that support it, let's just say you have a service business. But if you have a— if there's a tech business that you buy and you put it with it, now the multiple is more tech-based.

Right?

Yeah. Same thing with multiple location. You buy a restaurant and it's one multiple, but when you have 50 restaurants, it's a much higher multiple. There's the economies of scale. There's also the different buyer, right? And that's what I found in the dental space, that you could buy at a certain multiple and you could— when you have 15, 20 of them, you could sell it about 3 times that multiple just by combining them together, getting the economies of scale, putting a similar look and feel And a brand around it, and you've got a different buyer. And so that got me excited as an arbitrage opportunity.

Yes, yeah.

It's like I could suck at business and still win. Okay, let's go.

Let's get into it. So how long does that process take? Like, let's say, let's call it 20 dental practices. Yeah, how long does it take to go to each shop, acquire them, and then package it and then sell and exit? What's that timetable?

I'm in it, so I don't know if I know that completely, but I partner with a dentist that owned 3 practices. He's been through this before. before, he's done 22. I shared the vision, he's like, yeah, I've done this, I bought 22, we exited, we did incredible. The numbers that you projected, he basically went through all of my research and everything I had said. I was like, this is what I'm seeing. He's like, that's all true. I was like, whoa, really?

Yeah.

So we bought into his 3 and then we just bought a 4th. So we're at 4 practices, started about 4 or 6 months ago. And, and what we're trying to do is wrap our arms around how do we, how How do we improve these? So first thing we want to do is look at the revenue, go, how do we increase the revenue by 20%? And then how do we increase the EBITDA by 5 to 10% at the EBITDA level? If we do that on top of bringing them all together, we get— we do even better.

You get awesome multiples.

So we're getting that all figured out right now. Once that happens, it's just our financing partnership there and our comfort level of going and buying. I'm actively in conversations with multiple practices right now in the acquisition phase, but Our goal in this is 2 to 3 years. We've acquired all 20, we've optimized them, and then we've exited.

You have an exit and then maybe repeat. Maybe we'll do it again.

The goal is to have this be, you know, 15 to 20 the first time around. If it's what we believe and the market's still good for it, the next time go for 100.

Yeah, that's, that's awesome. I was telling you earlier that we have a guy I know, he does it for funeral homes, same process. Yeah, he can buy 10 to 12 funeral homes for, you know, $8, $9 million in In about 12, 18 months, he sells them for almost double. So $18 to $20 million he sells them for. And then just great, he pays off his investors, he keeps— and maybe it's anywhere from $1 to $4 million, you know, he takes and he starts over. That's— there's easy ways to make money, there's hard ways to make money, and that sounds—

Too easy.

Sounds like a little bit easier. I want to walk through actually the— because you're a salesman.

Yeah.

I want to hear your sales pitch to a dental practice, or a dentist essentially, when When you walk in or you're going to approach them, they're probably— are they— they're not looking to sell, I'm guessing. Are you approaching them or are they trying to sell?

So far, like I said, we bought 3, right? And so it's— we're part— the 3 that we bought, or we bought 4, but the 3 that we've bought was with the dentist that we're partners with. So that's a different conversation, right? We're sharing the vision of where we're going.

Yeah, he wants— he's more long-term. Yeah, how about that 4th one?

He's taking the ride. This is a fascinating one. So that's another part that lines up with this business is COVID hits. And you talk about a disease that you're—we're putting all these masks on. You can't go to the dentist. So dentist practices were tied down for three months. They were shut down for three months. And when I told you back back up a little bit, business—they're not typical business people. So a typical business person is going to be thinking ahead about having reserves, and you're not just running from running. Oh, cash flow is good.

Let's buy a yacht.

Cash flow is good. Let's. this, right? And so a lot of dentists were hit really, really hard because they're literally going, oh, we're doing X amount, you know, we're doing $7,000 a day in collections, we're great, let's just keep going, buy another house, buy whatever else.

Yeah.

Well, this particular deal that we looked at, this dentist, when February hit of 2020 and COVID hit, he had been 17 years in this practice. He had 2 practices, or 2 or 3. He quit. He literally quit his own practice and went and took a job working for a corporate dentistry so he could clock in, clock out, make his money, right? Yeah, that's what he wanted. And so he had his, his practice listed at this, and then it came down to this, and we came in and offered this. Wow. And he fought and then said okay, and he took this. And so we bought his practice for less than what the inventory was worth in the practice. Oh my goodness. And came in and kind of remodeled it and everything else. We just came in and offered, said, hey, you know, we'll take this thing off your hands, um, and it ended up being a win for him at that, you know, at that point.

That's what he was wanting to get out. Yeah, that's cool.

So going forward, yeah, yeah, we're working with some brokers right now, um, and, and you mentioned it's like, well, you're probably going to find people that aren't looking to sell. I think that's, that's the next element we're going to go for, is those that aren't looking to sell that are in the prime space, spaces we want to be, that are doing the kind of business we want. I look at that and say, we come in and we have that conversation of, hey, what do you want? What do you want long term?

Yeah.

Are you the guy that enjoys doing the business and running those things? If you are, it's probably not a fit. But if you're the guy that's like, I want to clock in, clock out, work 4 days a week, make $250,000 a year, we can look at what kind of collections he's doing. We can keep paying him what he's getting paid, take the other elements off, actually do it better than he's doing it, give a better experience for your customers. Oh, and by the way, if you want to stay on and take this ride with us, we can give you an incentive kicker on the back end. potentially buying his practice, you know, let's say 2.5, 3 multiple today, why don't we just take this ride together and, you know, we'll give you, we'll give you a kicker when we go and sell it for a 7 or 8 multiple in 2, 3 years.

So that's the approach. Yeah, that's a good offer. I mean, it's a great offer for a dentist that wants to— yeah, like you said.

And he's not gonna lose his job when we sell it again. He gets to keep— they want to keep the dentist in place and everything else. The other dentist that we'll approach is the one that's looking to retire. Other reasons why businesses are, you know, being sold or people are exiting is, hey, I'm approaching retirement age, or I want to retire. Wonderful, come in, help us do a transition for 6 months to— 6 to 12 months. If you can give us that, 3 is plenty usually as well. We'll go find an associate dentist, we'll bring him in, we'll do a transition with your patients, and we'll do some upgrades to make the experience better. Experience even better for the, for the, for the patients that you currently have so they stay happy and stay with us, and we'll keep them going. Then we'll offer continued education to our associate dentist so that he stays with us long-term, and it's a win-win-win. That's, that's what I love about this business. And as you mentioned, these other businesses where people acquire and then they go and exit, is it's a win for— it's aligned for the dentist, the person that's selling, it's an alignment for them, it's It's a win for us and then it's a win for the customers because the customers are going to get a better experience. Yeah, you're gonna have multiple locations you can choose from, you're gonna have better scheduling systems, you're gonna have better collections, you're gonna have— you're just gonna have better follow-up. It's gonna be a better business, better well-rounded business.

I love it. And so, and you're early on this, we got to maybe do a follow-up and maybe a year, see where you guys are at.

I might think it's all great and I crash and burn, but right now it's looking good.

Yeah, and especially with COVID too, that— yeah, distressed dentists. I didn't think about that. Dentists are out. Yeah, a lot of opportunity. Um, in that space. That's pretty cool. Have you— have you— you're using your own money or you guys raise money at all or what?

Yeah, so, um, I've got the dental partner. Yeah. And then, uh, myself and we have another partner. And, uh, me and the other partner, the, the financiers of this, and then doing the business side of it.

Yeah. Okay, really cool. What do you guys foresee in this? I'm gonna shift gears a little bit here. Yeah. What are your thoughts on the current state of, I guess, the world economy a little bit? We have COVID. We're recording this in March of 2021, so We've printed trillions of dollars. Yeah, I think, I think I've heard it's anywhere from 20 to like 35% of all US dollars were printed in the last 12 months. Yeah, which is absolutely—

All the 20 to 30% of all dollars that are in circulation.

Yeah, total dollars ever created were created in the last 12 months.

It's a wild number.

Which is crazy. Okay, so what, what do you see from your— I know we're not macroeconomic, we're just a couple of guys that are trying to make some money. What are you seeing in With that shift, then you have a lot of other things. You have COVID, you have a vaccine hopefully coming out and coming into play. What do you see happening over the next— do we have this— everyone's been talking about this bubble that's even before COVID this, oh, it's going to be— I've heard this since 2016. Yeah. Oh, next 18 months, watch out. Okay, no, another year and another 12 months. It's just been— it's been pushed back, it feels like. Do you feel like we're gonna have a bubble pop? Do you feel like we're gonna have— anyways, I want to hear your thoughts.

Yeah, so you just presented 2 different things. things, right? You presented the bubble popping and then also all the money that's out there.

Yeah.

I focus on all the money that's out there. I don't know. I don't have a crystal ball. And I don't feel good when I think about all the things that could go wrong. I like to look ahead and go, okay, where's the landmines? How do we avoid this? Or how do we be smart with those things? That's the extent as to my opinion on what's going on there, what may or may not happen there. So I don't want to be overleveraged. And I don't want to do things that if this so-called bubble pops, I'm left with my pants down, right? Yeah. However, I look at this trillions of dollars that are sitting on the sidelines, especially in private equity.

Oh yeah.

Tons of smart money that's sitting out there going, interest rates are basically zero. So we either have to go take really high risk in order to get returns or we make nothing. And so this money is sitting on the sidelines. So I'm looking at go, how do I get that? How do I tap into that? How do I make it safe and also a good return? And so that's That's the lens through which I'm looking at it. I think that people right now, there's going to be opportunities in the real estate space. I don't think it's going to be like 2008 where, you know, people were just crushed and then there's just houses selling for peanuts. Because people, if you've owned your house for 2, 3 years, you've got 20% equity in your home.

Yeah.

So I don't think that that's going to be a problem. There might be some opportunities in the commercial real estate space just because businesses have changed the way that they're doing business and there might be, you know, a surplus of inventory. But all in all, I think the opportunity is going to be, you know, true entrepreneurs are just salivating right now. As much as they may have had to step back in some ways, they're getting the opportunity to step up to the plate and have to pivot. And, you know, one of the businesses, a perfect example, a fund that I'm a part of, you're in the fund space. Yeah, yeah, I know these guys as well. Savory Fund. Yeah. Mobeta's R&R Barbecue, Swig. Swig was already a drive-through. Mobeta's had a few drive-throughs, but R&R didn't, and immediately these guys got a drive-through system going, and they've integrated multiple different ways that they could, they could take advantage of the current climate and find a way to make it work. When most of their competitors are just getting crushed, they're thriving.

Which is so interesting. They're in the restaurant business. You would be like, oh shoot, I'm an investor in the restaurant business. This is terrible. And these guys at least have done— right now have done very well.

Very, very well.

Pivoted. I mean, it's been awesome to see what they've been able to do.

Yeah, and and so what does that tell me? The whole reason as I look back at why I actually went into that fund had nothing to do with the concepts. In fact, it had nothing especially had nothing to do with food and beverage because I'm not a huge fan of that business. I worked at Wingers as like a as a busser, and then I was a cook, and dude, I hated the business. I'm like this thing never ends. You're always cleaning up like all the way till late at night and cleaning up in the morning and doing the same crap over and over. I just didn't like the business. The reason I did is because of the people. I trust the people. They've got a great track record, and they're guys that I know that when stuff happens, they're going to find a way through it. And so with all this money on the sidelines, back to that point, I want to be one of those people that the people with money trust, that they're like, okay, this guy, regardless of what happens, I can trust him that he's going to do right by me and that they're going to innovate, they're going to pivot, they're going to figure something out.

I think it's so interesting you keep saying money on the sidelines. I mean, it's so dry powder. in private equity and hedge funds, pretty much any funds, is at an all-time peak. I can't remember the last number. It was over, it was over like half a trillion dollars, something like that, in dry powder. So those are commitments that people, they just haven't called the money down. That's number one thing. And you decided to start a dental practice that sells to PE firms. I love that, tapping into that equity.

Yeah.

You see a lot of these SPACs and other crazy deals and money's just flowing everywhere. I read another report, even on the personal level, Saving rates in Americans, this is the highest it's ever been since World War II, the percentage of what people are saving, which is so interesting.

Dude, I heard so— so I heard this number. I was on a call with a capital firm and they were talking about different things and they said that, you know, before that first stimulus bill, there was like $2 trillion in CDs and savings accounts. And then after the trillion-dollar whatever, There was three trillion. Yeah. People aren't spending the money. Yeah.

It's not stimulating the economy. It's not stimulating the economy yet.

Yeah. And so I think there's just so much opportunity out there. Yeah. And and that's exciting.

And maybe with a you know let's call it a vaccine or whatever pandemic subsides, people are gonna I think people are gonna probably start dumping those bank accounts into well we've already seen asset inflation. Yeah. Jeremy Powell keeps telling us that it's there's no inflation or inflation is going down. I don't I don't know if I believe that. And Consumer Price Index. But anyways, we'll let him keep pumping the Fed.

And that's over my pay grade.

Yeah, it's smart for him to do it. It's a good thing to do, which is pretty interesting. I love what you say though. The entrepreneurs, every entrepreneur I know has had one of the best years of their life throughout COVID, despite maybe a few little industries, but they've had to pivot. And a lot of money is flowing. I think I was actually with an economist on the show a little bit ago, and he said the same thing. He said there is more money movement right now than any time in the history of the world. More money is changing pockets than ever before, and it's going to entrepreneurs in whatever space they're in who can figure out how to tap into those money supplies. And it's a sad thing, the wealth gap's getting bigger every day, especially when they print more money. Where does all that money go? It goes right to entrepreneurs.

Yeah.

People aren't, you know, whether they, you know, they might save it for a little bit, but eventually it's gonna flow up to people who own and run businesses or operate or investors. going to flow to wealthy people. So it's interesting of where to position yourself now, seeing that, that wave coming in the future.

Yeah, it's exciting.

What are your thoughts on— I'm going to shift gears again. What are your thoughts on— first off, we'll start Bitcoin cryptocurrency. Do you like it? Do you not like it? Where are you at?

I don't understand it well enough, but I buy it. It's the only thing where I break that rule of like, if I don't know what to do or if I don't understand it, I don't invest in it. But I trust enough of the people that, you know, are in it and have experience in it. Maybe it's a little bit of FOMO. I don't know. I guess I can admit that. But it totally is, bro.

It's like I bought a bunch of Bitcoin. Yeah, barely. Like, because you saw it hit like $10,000. That was like $20,000. That was at $30,000 and then it was at $40,000. And while, you know, I was— it was like mid-20s for me. I was like, okay, yeah, I'm not going to wait. I, you know what, I'm taking my gambling money on the sideline and park it here.

But anyway, yeah, I learned a good lesson. So it was 2017, maybe it was 2018, and it was on this run and altcoins were just like spreading like wildfire.

Yeah.

And I just remember coming into the office And we'd be working on, you know, we're still running the door-to-door stuff, and I'd have managers and regional managers and VPs and guys coming in and going, dude, get this coin. And I got this coin, I've already made 100% return. And it was literally like nobody was focused on the business, like nobody. And everyone was a genius. Everyone was a genius, and everyone was going to be a millionaire. Yeah, billionaires, right? And so we're— I'm like, I had like 20-something coins, and I had a ton amount of— ton of money in there, and I had no clue what any of it was, what it meant. It was literally if I heard somebody say a coin, I went and bought That's literally how ridiculous it had gotten. And yeah, and then we're all in Mexico on an incentive trip and it's cruising, right? But then it takes a dip and we're like, oh, it does this all the time. And then it just kept dipping and we're all like, no, it'll come back. So we kept buying the down, right?

Yeah, you're buying the dip. Yeah.

Guess what? It just went and went and went. And I, on my altcoins, the average amount that I lost, if you go into my wallet, was 96%. On my altcoins, right? I lost a ton. Yeah. And and it's to the point where it's like, oh, don't even sell that thing that you bought for seven thousand that's worth two hundred right now. Yeah. Just hold it. Maybe it busts again or whatever. It's not working your two hundred out. So I just held. And then the Bitcoin, I you know I obviously held as well.

And Bitcoin, you held in. You didn't sell out. Didn't sell out. You said I'm already I'm already here.

We'll see whatever. Yeah yeah. And and and it was the best thing that happened for our business on one point because now guys started focusing on work again. They weren't just gonna be rich. They had to work now. And then just to see what it's done here, I'm like, okay, I can see it's gotten enough traction. It's not just a hype thing. Smart money's getting into it.

Yeah.

That's very, very reassuring. There's a finite amount. And if you look at, hey, look, we've printed 40% of the money in circulation over the last year. This isn't something you can just go and print more of. And I think the use case and the functionality of it, the speed, the lack of resistance that's there— business, those are the 2 words like How fast can you go and how much resistance can you remove from the equation? I—that's what I understand about the idea of it, and so I'm a believer. I've got some money in it. I'm not somebody holding thousands of coins and going, you know, I was smart early on, but I've got—I've got enough to be be excited and cheer for it.

Yeah, I love. I think that's—that's pretty funny too about your sales guys. It's so true. I—we've experienced the same thing. I have a couple guys that work for me that are trading like crazy right now, and it's been a—you know—we've had this. enormous bull market for— and everyone's making money. Everyone's a genius. Everyone's a genius. Everyone— I love that quote too. Everyone's a genius, you know, about Bitcoin until it goes down, which I think is so funny. It's funny too whenever Bitcoin dips, because you see all these guys on Instagram or whatever, every time Bitcoin's up, they're posting about it. You see it everywhere, right? Bitcoin's up, and then the moment it dips, like, just crickets, right? No one says it. I just think it's hilarious that that happens. Okay, so, and that's cool that you kept your coins and awesome, congrats on you. That's, I mean, it's at least as of today, it's done well. And NFTs, non-fungible tokens.

Yeah, don't understand it yet.

I don't really get it. I mean, I get, I get that, I've read up on it. I just, I was like, should we launch one? Do you want to start an NFT?

I want to learn.

I want to learn how, it's a lot of money, right? There's a lot of money flowing to them. It's kind of interesting. So yeah, yeah, we'll see. Have you bought any? Have you gotten any of those?

No, again, I That's— I literally, I heard the term for the first time 2 weeks ago. So I don't know where my head's been, but literally 2 weeks ago I heard it on a Clubhouse room. Yeah. And I was like, should I ask or is this like really common knowledge? Like, this is common knowledge. This is one I ask in front of like 250 people. So I Googled it and I think I came up with a different term for NFT. And then I ended up like listening more and then finding, okay, non-fungible tokens. Okay, cool. Yeah. So I think I read something that Gary Vee put out and I started to understand that. Owning a lot of it's in art right now. Yeah, but I need to, I need to understand a little bit better before I do anything with it. It's just, it's so—

and get back to the point you're saying, there, there is so much money flowing to everything right now. And if you can just put your bucket out and catch some of it, that's what it seems like, at least currently. It just seems like that way. We've seen that in our businesses and everything. We just took our first crypto payment as somebody bought one of our programs and stuff. And we took— I was like, you You wanna send me Bitcoin? I gave him my little number and it went through and I was, it was kinda cool.

That's exciting.

I guess people have done that for years, but for me it was a first time, which I thought was kinda cool. I wanna ask you another question. You mentioned about the Saver Fund, investing in there. From an LP point of view, I'm sure you get pitched all the time, what pitches, so if people are watching this show, they wanna pitch someone like you that's wealthy and maybe wants to put some money in, what's pitches that get through to you and what's pitches that you're like, nah, I would never talk to that person? What are maybe some good examples of people that have approached you and you're like, I like that guy. Maybe you didn't even know him beforehand. Yeah. And they somehow were able to like, you know, like and trust them and you're like, yeah, I would actually put money into that. Walk us through that.

Yeah, I'll tell you my path on that one is so first I heard about it from a friend and business partner of mine. He's like, I'm putting some money into this thing. Actually, he had told me prior to the fund opening up that he was involved in the Four Foods Group and he was very satisfied with it, had done really well. And the people that were doing it were great stewards of his money.

Yeah.

And then when I heard the Savory was coming out and they're doing a similar concept, I had a good idea of who these people were. I had spent a little bit of time with them out on the racetrack doing some of the fun stuff. Yeah. And I just— I built a rapport with them.

So you had a good relationship. You had a good relationship, you had a referral, and then you built a good relationship.

And then I built a good relationship. And for me it was, okay, what's your track record and what is your vision for this? And their vision was— it made tons of sense and And then I liked the guys and I trusted them. Like, I, I felt like, you know, some people come and they approach you with like, you can't miss out on this opportunity. Like, we're doing you a favor by letting you in on this. That doesn't feel good to me because it's like, well, if you're doing me— like, I know you're a nice guy, but like, there's also something in it for you. And, and so when people are just transparent with me and they're like, look, this is what's in it for us, this is what we're trying to do, this is massive for us, and here's the opportunity for you to take the ride. We'd love to have you. We want you, but we don't need you. We'll figure, you know, and so you can do that mix of those things. And I was just like, okay, I trust you. Let's, let's take this ride. And ever since, they've proven every aspect of that true. And so that's been the formula.

You're gonna put more money in. Yeah. As they continue to grow. Yeah. That's, that's a— I think that's interesting too, of the— I was reading another study done on generations and just how people think right now. At least I was reading the last 3 years, people distrust everything. Doesn't matter what it is, more than ever before.

Look at the media.

I mean, look at the media, look at— and there's a reason why, right? You look at everything, you're like, people just call BS on everything. Especially, I was looking at Gen Z, they were looking at that generation specifically, Gen Z, which is— I can't remember the age groups. It's like under 20, I think they're 24 to like maybe like 16 or 47 or somewhere around there, but under 24, they're the most distrusting generation we've ever had. They take nothing for face value, they don't trust any news outlets, they really don't trust anything.

Yeah.

And it makes sense, right? It's kind of the nature of what they've grown up in, and I think you hit a good point there of the old, and I think, you know, people that are raising money are marketers. You're a marketer, you're a salesman, whatever you wanna call it, you're selling your product. You've gotta be transparent 100% and just be real. And I think it's being proven more and more every single day, and you see that on online marketing, you see that with raising money, you see it with everything. Of being— you said, yeah, being just 100% transparent and then fulfilling on those promises. Yeah. There you've, you've met Andrew Smith and probably— right. I haven't met him. I know of him. I've been in the same room with him a couple of times.

You meet Andrew Smith, you meet Greg Warnock, you walk out of the room, you're a better person. You feel better about who you are and you— they edify you. They leave people better than they find them. And those are the kind of people I want to do business with. So that's the kind of person I want to be.

I love it. Yeah. I want to ask you a couple— if you got a little bit of time here, a few more questions on self-development. Yeah, you've got a group of guys, 12 guys you work with. How did that come about, first off? And then what are some things that you talk about in there with these guys? And I, and I've seen your stuff on Instagram and other places. I know you're big into that. And I want to hear some of your kind of insider secrets on how you help transform people's lives in all aspects— relationship, business, emotional, spiritual. Walk me through that.

Yeah. So how did it start? You know, is that first part you said, and I I've been on a journey of that self-reflection and being very introspective about what matters most. What do I want most as a husband, as a father, you know, as an entrepreneur and as a leader? You know, I tell this story that when I was all growing up, I had this conversation with friends over and over. Maybe you can relate to this. It was like we're out on, you know, we're out on the grass or up my buddy's loft, whatever, and we're talking about By the time I'm 30 was the phrase, because at that time, you know, as a young kid or teenager or whatever else, 30 is old, but you're still cool. Yeah, at least to your perspective at that time. And so I was like, by the time I'm 30, I'll be a millionaire. By the time I'm 30, I'm going to have— I'm going to own a house, I'm going to be married, I'm going to have a kid, I'm going to own a business, like all the things, right? And what's fascinating is my 30th birthday came and my 30th birthday was one of the most depressing days of my life. And I still remember it clearly as like the way I felt all day. I was, I was living by like those messages of like, Happy birthday. I was like, oh, that filled me up for a second then. And I was like, I needed this. And I was like, what is going on? There's this empty vessel here. And so—

This was after you sold your business? No, it was before. Oh, before. But you'd made good money. You'd done well. You'd, you know. Yeah. So the reason I was depressed wasn't because I didn't hit those.

It was because I had hit every single one of them, but I didn't feel any different.

Oh, interesting.

And so I had to look at it and go, what is this? So I thought that those things would make me happy. But it wasn't those things that made me happy. And so I had to ask, okay, well, I still want those things, but what do I want most? And what I found— and I'm actually even wearing my bracelet today— is my freedom bracelet. My wife got me this. Freedom is like, okay, this key thing for us. And we watched Braveheart last night. It was her first time seeing Braveheart. If you haven't seen that movie, like the part where he says freedom and like we're watching— you know what's funny about that?

My wife has seen all these movies. I like, I'm like, you haven't seen that movie? Really? Like, like Star Wars. We watched all the Star Wars. We watched all the Lord of the Rings. I was like, you haven't seen these movies? Anyway, sorry, keep going though. I cut you off. But yeah, Braveheart, incredible movie.

I love it. We had like been out on date night, come home, relieve the babysitter, and I went down to the, the theater. She had been watching a show and Braveheart was on, and I was like, honey, come down here, like best movie ever is on. And it was only like 20 minutes into it, and she's like, I've never seen this one. You have never seen it? Sit down right now, we're watching this. It gets to the part where he, he yells, you know, they may take our lives, but they'll never take our freedom. And she's like sitting right there, and I startled her, just yelled Freedom! She's like, you're crazy, whatever. But I just— it fuels me up. Freedom is that, like, what do I want most?

Yeah, yeah.

And what sometimes happens and what I learned is that sometimes what we want, like level 1 want, isn't what we want most. And sometimes that thing that we want level 1, we sacrifice what we want most in order to have it. And that's what I had done. I had sacrificed freedom in order to have these things, whereas I could have those things if I would have focused on what I wanted most and I'd be fulfilled at the same time, if that makes any sense.

Yeah.

So it was a very big learning for me. I took this journey, I started jumping into personal development, had a coach, was spending a lot of money going to events and having one-on-one and really just looking in. And one of the things that I learned that I teach to my people today is freedom is— the definition of freedom is being who you're truly here to be. We spend so much time trying to do And we don't spend as much time being, and so kind of lose touch with who you really are. And I found and learned about myself that I'm a big-time people pleaser, and I want everybody to be happy. I want to make everybody else happy, and sometimes that's at the sacrifice of me being happy. And so I wanted to do this for other people because I had just received an incredible gift. Yeah, I didn't know how to start, and unlike other businesses, my pattern for starting other businesses is. Start and then learn and then pivot and then go. And I didn't feel like I could do that with this business because I'm like, what I'm doing is so important. I can't do that with people's emotions. So I was like, I got to learn how to do this and know that I can do this in a way that is in integrity with what they're entrusting in me. It was an interesting thing, but it was also, when you get down to it, it was a little bit of a story because I was afraid to do it. It was something that was new. And a friend came to my house one day and he just said, hey, Jeremy, you need to do this. Here's how you do it. Get online today when I leave your house, and I want you to get on and say, hey, I'm gonna, I'm gonna offer a 6-week course. Who'd be interested in what kind of topics? Would you be interested in hearing from me?

Yeah.

Based on what they know about you.

Yeah, yeah.

And a bunch of people responded, said they'd be interested. They gave me topics. So I chose 6 topics and said, I'm gonna do a 6-week course. It's gonna be an hour a week. I'm gonna teach on these 6 random topics. Just gonna test it out, see how I like it, see how well I do, get some feedback.

Yeah.

17 people signed up for that. About halfway through, they started asking, "We do one-on-one coaching," and I'm like, "Cool. I don't know yet." Yeah, yeah. But by the next week, I was like, "Yeah, I think I want to do that. Let's let's test this out at least for the next year. We'll commit to it, and if we decide not to do it, we won't. But we'll give it everything we can for the next year." Yeah. And I came up with a you know a course. I had two people sign up for that, and at the time got going with that. And about three weeks later, I was like, "I'm gonna I'm gonna do this. I'm gonna do this." So I posted on social media and said, "Hey." I'm looking to bring on a few more clients. Who would be interested? 40-something people responded, blew my mind, showed me the value of social capital.

Yeah.

From that, I ended up signing up 10 people, and I have, you know, 10 people in a group that I do one-on-one coaching. I do, you know, a one-on-one coaching call each month, and then I also do a group call where they're able to mastermind and collaborate together. And some of the things that—

That's cool, yeah.

Some of the things that we focus on, and, you know, a lot of them come thinking, he's gonna share some secret sauce that's gonna help me transform my business and make a ton of money.

Mm-hmm.

And what they, what they end up realizing is that the door to success swings inward.

Mm-hmm.

And so we do a lot of inner work and really looking at how am I showing up, who am I, where am I, and where do I wanna be, and what's holding me back from getting there.

Mm-hmm.

And a lot of times it's this, you know, really being honest with who you are, what you want, what you desire, what your vision is, what your culture is. We talk a lot about relationships and how to create abundant relationships instead of operating from scarcity, where it's kind of where a lot of us are programmed. And, and it's been, it's been super powerful and had a lot of really meaningful conversations. I've learned a ton from clients.

So, geez, it sounds— well, you just see the passion in your voice and how you're talking about it. It sounds like you love it. I do love being a part of it. Yeah, I think I've heard that sounds— it's become almost cliché, but I think it's true. The biggest thing stopping your business and everything is you, right? The door, you said the door swings inward. And I love self-development stuff. Maybe I have to join your program or something. I love Tony Robbins and all those guys. I've read all their books and try to, I try to just consume it.

Yeah.

Because, and I love one thing that Tony Robbins, it's just stuck with me forever, but he talks about, you know, the billionaire that has the terrible kids and relationship and they've hit all this success but then have nothing, right?

Yep.

He goes, you gotta figure out how to be happy now. And be fulfilled today, not when you have XYZ thing. And then those are fun to reach after, that's when it's fun, right? You go figure out all these great things that are fun to go after, but nothing's going to happen unless you're fulfilled today, and you're going to be empty once you hit those other mystical goals in the future. So I love it. For people that— are you looking for people, more people?

I'm open to it.

You're open if they're the right fit, maybe?

Yeah, so it's not for everybody. I'm not for everybody. I think coaching really is key, that it's the right person for the right client and the right coach. Yeah, not everybody's cup of tea, but it's not my full, full-time thing. It's the fulfilling aspect, and I'm at a great spot right now. I'm open to bringing on people that are really serious and willing to do the work. I'm not going to turn that person away.

But yeah, well, hey, if you're interested, you're watching this, you're probably— Instagram, is that a good way to reach out to you? Jeremy Nevis on Instagram. Hit him up. Yeah, see if maybe you do a little interview or something, see if it's a good fit. It's probably not a cheap— it's not cheap program. Yeah, but it's important, right? And it's crucial. It's gonna be one-on-one and it's gonna be really cool. Yeah. For the next couple years, is this kind of what you see yourself into? You're doing the dental practices. I know you'd mentioned you're doing private lending and other things like that, syndications and coaching consulting.

Yeah.

Do you got any other bigger things, at least for the current thing right now? Is that— I mean, those are pretty big.

We're working on adopting, you know, our family right now, trying to grow our family. So on the personal side of things, I'm all about, you know, I'm all about family. I love my son and my wife and our relationship there, and we're in the process of adopting and adding there. So that's a big project we're undertaking right now and something I'm very passionate about. So that— I want to have a lot of fun and a lot of experiences. That's the thing I love most, you know, with friends and networking. But these are the things. I'm not closed off to other things, and I'm really, really open. I'm just a big student right I feel like I'm, you know, I'm taking action in some of these things, but they're all things that are new for me. If you look at all 3— coaching, raising capital, and then also buying businesses and selling businesses— I've never done any of this before. So I'm just really in this path where I'm progressing, and if something else comes that gives me that opportunity to learn and still be able to fit it into my life, I'm open to it.

I love it. Yeah, well, hopefully— I hope you guys get a baby soon, and congrats on that as well. Okay, last like question or 2. I want to— for people watching this, That are maybe at the cusp of like, I'm going to start a business, I'm going to be an entrepreneur. What's some parting advice you would leave someone? Let's just say, let's leave it broad on entrepreneurship. People that want to be an entrepreneur, start their own business or scale their business. What's some advice that you would give to those people? Maybe even yourself 10 years earlier, 12 years earlier. What's some parting advice you'd give?

Yeah, don't get too caught up in like creating something that's unheard of, something that's new, being an inventor or whatever else. I think so often when people are like, I want to get into business, I've got to come up with this new, great The next Facebook. You got it. You got to figure that out. And then you compare to everybody else's journey. Don't get caught up in that. I'd say, what are you passionate about? What are you good at? If you can find something that you love that you're also good at, you don't know A to Z, but I get clear on where you want to be. Like, what, what role do you want to be playing? Do you want to be the guy running and operating a business? Do you want to be the guy that's helping other people do that? Do you want to orchestrate the team? What role do you want to play in this? Get clear on that end vision and don't let the how stop you from figuring out what that end vision is. I think that's what stops most people is here's like what I'm good at that I love and this is where I want to go but I can't figure out that because I don't know the how. Let go of the how for now. Just play along and create a vision of like where you really would want to be and then as far as the how goes, who do you need to become? Who's somebody you know that's doing this and Who are they? What are their values? What are their— how do they show up? Because that will dictate and that will show to you the strategy. If it's like, well, I need to be disciplined, that person is disciplined, they're courageous, they're all of these things. What does somebody who's courageous and disciplined do? They ask for help. They take that first step. They show up, they start. So that's, that's my, that's my best advice for somebody who's wanting to start a business. Get clear on that, what you're good at. What you, what you love, where do you want to be, and then start. You know, as far as the how goes, you're not going to know A to Z when you start, but when you know step 1, start and do it. More will be revealed to you, you'll learn, and then you just start going to the next level.

I think that's fantastic advice. I, I am just like, just to complement what you just said, I had, um, when I was in college, yeah, I met with a mentor. Yeah. And I said, I don't know what my major going to be. I got to pick a major, I don't know what to do in school. And he's like, it's the dumbest question you've ever asked me. I was like, what? He goes, what's your vision? Like you just said, what's your— what do you want to be when you're 30 or 40 or 50? Who though? Not just career, but who do you want to become? And let's work back from there and stop. Yeah, forget about the how.

Yeah.

Figure out there and then we're going to work backwards from there. And then your major in college is the last question you're going to answer for that. And I— it was life actually Life-altering advice for me, and it really struck me, and it was something that changed my life.

Yeah.

I love, I love that. For people that want to reach out to you, learn more, what's a great way to figure stuff out?

Yeah, social media. I'm on Instagram. It's @JeremyNevis. Nevis is 7 spelled backwards. Easy way to remember that.

Yeah.

It's @JeremyNevis_, but you type in Jeremy Nevis, you'll find me. Instagram, Facebook's the same. My website, JeremyNevis.com. You can get in contact with me anywhere.

Okay, so go— yeah, if you guys want to be part of your group, maybe he'll accept you, maybe not, but doing a lot of fun stuff. Jeremy, thanks so much for coming on today. Thank you. It's been fun to chat and hang out. So yeah, it's been great. We got to follow up maybe in a year or two from now on your dental practice and everything that's going on. So I'll have to have you back.

Yeah, appreciate you. Yep.