Build a Cult — Or Settle for Average

I learned about the Vivid Vision concept two years prior to me joining Brian. So Brian and I were in Forum. I had built two EO qualifying companies. I was a minority partner in what is called Boyd Auto Body in Canada, it's now called Gerber in the United States. Big now, like a $3 billion publicly traded company. But I was one of the partners in that then. I was the president of a private currency company. So he watched me building these companies and I was using that same Vivid Vision concept back with those companies. When I joined Brian In October of 2000, he handed me his, what he called a painted picture, which was a two page version of the Vivid Vision. I looked at it and I said, I know how to make this come true. He's like, good, I have no idea how to do this. I understood what he needed to get done and saw how I could make it come true. And one of the early things I told him that we needed to do was turn the company into a little bit more than a business and a little bit less than a religion. And we had to get into the zone of a culture because if we could get that cult like culture in the, we could get a lot of people aligned with us. So culture and that kind of belief in the flywheel and obsession with core values was very, very early on. And it was by design.