Build A $1M Business Without Using Your Own Money

Hi everyone. Welcome back to the show. I'm Ryan Daniel Moran and today I'm going to talk to you about raising capital, specifically when you should consider raising capital. There's a lot of information about how to raise capital if you're a tech company or if you're doing an acquisition. But I work with entrepreneurs who are building million dollar businesses. I've helped hundreds of people build seven figure businesses. I've helped a small percentage of them exit for life changing amounts of money. And there's very little about raising capital along the way. And at what stages of the business you could consider bringing on outside capital and why you would even want to do that. One of the reasons why I want to share this with you is simply because I want you to know what your options are. Most entrepreneurs, specifically solopreneurs, go out because they're trying to create freedom. They have a dream, they have a vision. They want to create a different life for themselves and for their family. They want to leave a legacy. They might want to have a ridiculously lucrative exit over the next couple of years. And if you follow my work, you know that I help entrepreneurs do that. There may come a day when you go to sell a business for millions of dollars, but there will definitely come a day when you will be freaked out in your business. And if you know what your options are for funding a business, you can get through the difficult times with more ease. A lot of entrepreneurs will go out on their own path and they see a hard time as a threat to their entire livelihood. If you're building a business and funding the whole thing yourself, one quarter that doesn't meet expectations, it can put you out of business. But even worse, it can just wreak havoc on your mental state. Ask me how I know. If you go through a three month or a six month period in which you have a downtime or you're losing money, it can put you out of business. But it can also just put you in a funk where you're a failure of an entrepreneur. Everybody who doubted you was right and you should have just kept working your 9 to 5 forever. But if you know that there are options for funding the growth of the business, funding the scale of a business, or providing a cushion for you to get through the difficult times, then you can think much more long term about a business. And you know what happens when you think long term about a business? You end up building a better business. What happens when you build a better business? You build the type of business that you can scale and sell for a Life changing amount of money. So knowing your options and when you might use them will allow you to think longer term about your business and create something that is more valuable to a potential buyer of the business. And that's true even if you never raise capital. Even if you don't use outside money to grow the business, Just knowing that it's an option allows you to chill for a second and think much more long term about the business. Now first I want to address who should even be thinking about raising capital. And most of those entrepreneurs should not raise capital. The worst time to raise money is at the beginning of the business when you think you need it the most. This is the worst time. There's a couple reasons why. Number one, at the beginning of your business, you have no leverage, you have no track record, you have no sales history. And people think think that by raising capital it will give them the cushion that they need in order to build the business and take it to a million dollars. But they're wrong. And they're wrong because when you've got money in the business at the beginning, you will feel the temptation to spend it all over the place. You'll say, oh, we can sponsor this influencer and we can do this thing over here and we can order this product over here, but you don't even know what's working yet. That's why at the beginning of a business you should focus on other things instead. There are other ways to raise capital that don't require actual money. What the heck does that mean? Well, first, you can pre sell your inventory. You can do this whether you're a million dollar business or you're just starting out. If you pre sell the inventory, that may be all the capital that you need. In fact, I'm thinking about one member inside the 1%. That's our mentoring program for entrepreneurs who are on the road to 1 million. There's, there's a bunch of people who have pre sold inventory, but there's one in particular who built an audience, a small audience. Took him 45 days to build it and he pre sold his first round of inventory and took in over $100,000 in sales. That's all the capital that he needs in order to get the business off the ground. And he's got customers as a result of doing so. Now he could have raised $100,000 on an idea and given up 30% of the business, but he probably would have blown through it. He would have said I'll do this over here and doing this over here. But instead he had to stay scrappy. He had to be resource constrained and focused on what would bring sales today. And that meant that he built an audience and he took pre sales for his business. Having a limited amount of resources forces you to focus and at the beginning of a business you need that focus and your focus should be on leads and sales. That's it. Until you've got that amount of pent up demand, there's absolutely no reason to raise capital. The person who should or might think about raising capital is when you've got demand that is pent up and and money will free up that constraint. What does this look like? It means that you're selling products so quickly you can barely keep it on the shelves or in stock at Amazon or wherever you take sales. It means that you've got a big inventory purchase from a retailer or a distributor that wants to put you all over the place and you literally don't have the money in the bank to be able to finance inventory order. That would be a good reason to raise capital. When you've got more demand than supply, when you have very real bottlenecks that are preventing you from doing the things that just logically will make more money, that's the time to think about raising outside capital. I do not recommend raising capital to try to grow people who are raising capital because they want to make a few hires to go in this direction to try something that they'd never tried before. Those are the people that I usually think are going to fail. I run an investment fund for e commerce businesses. I have helped hundreds of entrepreneurs build million dollar businesses. But now I invest in e commerce businesses because that's where my network is, it's where my relationships are, it's where my expertise is. And I invest in businesses that I think have a shot of going from 1 million to 10 million or beyond. The people that I really get scared to invest in are the people who say this thing is working over here. I've got a million dollars in top line revenue in this direction. Now I'm raising capital so that I can hire these people over here to go in a direction that I have never done before. That is a fast way to ruin a business. The time that you consider raising capital is when something is working so well that is creating real constraints in the business. For example, we invested in a car parts business a few years ago that was doing about 50 sales a day and he was bootstrapping the whole thing, meaning he was just rolling his money back into ordering more and more inventory. And the minute he got it in stock, it would sell, and people liked it so much that they were talking about it on social media and there were influencers who were talking about it and it was getting him more exposure. He could not keep up with the demand. So money fixes that problem. There's other ways to fix that problem too. He could negotiate terms with his supplier, he could use debt financing and just borrow the money and know that he has to pay it back. But the safest option for him in his mind was to raise capital that he didn't need to pay back. So it gave him a cushion. He didn't have it hanging over his head like the bank is going to come calling it at any moment. And he could order more inventory in order to service the demand that was already coming in. That's an appropriate use of money. So if you're at the beginning stages of your business, the only thing that you need to worry about is generating demand. It's where I am really different from a lot of the people who teach E commerce or talk about E commerce is most people are looking at a market. They're creating a product and trying to extract demand from Amazon or a marketplace, or they're trying to just capture the market share that's already there. My entire philosophy is on demand generation. You do that by building an audience, by building an email list, by creating deep relationships with people, by being so good to your customers that they leave a review and they tell their friends. That is demand generation. When you get good at that, then you might hit a bottleneck that money solves because it allows you to make a bigger inventory order. It allows you to have a cushion in case things slow down for a season. That's an appropriate use of capital, at least according to my philosophy. A funny thing happens when all of your attention goes to demand generation. When all of your attention goes to building an audience and being really good to your customers, you built up pent up demand. That's really good for a business. When you've got happy customers who want to come back and they want to place another order for a second product, you've got a predictable way to build a business that gets to a million dollars and beyond. But if you're raising capital just to fuel the growth or to try and create demand, I think that is an unhealthy use of capital. I have a friend who calls it the bladder rule of finance. The bladder rule. The more pressure in the system, the greater the temptation to piss it all away. That means that you're chasing after this opportunity and throwing a little bit money over here and hiring this person over here. No, that's not the appropriate use of capital. The appropriate use of capital is to make what is already working work better and to give you a cushion to be able to make what is working work better. That might mean hiring outsourcers to free up resources so that you can focus on the next product launch. That might mean giving you some some money in the bank so that you can place bigger inventory orders. That might mean hiring one key employee and having the Runway in the bank to be able to pay them for six to 12 months while they get caught up to speed. To be able to make things that are working work better. Those are good uses of capital, but putting it at things that aren't working yet in an attempt to grow is a terrible use of capital. Please don't do it. And yet that's what most entrepreneurs at the beginning of their journey think, what the money is best used for. It's not. So assuming that you're in a position where you've got pent up demand for a product or a service that you are selling, you have a variety of different options. And here at capitalism.com, we have two of them. One of them is I have a fund, it's called the Capitalism Fund. I invest in e commerce companies and we bring our resources to the table in the form of money. A board of advisors and we also have a partnership with an infrastructure company that we can negotiate with in order to come into the business, free up resources and help them be more efficient with their systems and their processes. That's one of the resources we have. The second resource that we have in order to support that entrepreneur is something called the Capitalism Marketplace. And at the time of this recording, we, we are still in the beta stage of launching the Capitalism Marketplace. But the thesis is that we can take a business that we believe in or comes from one of our mentoring programs, we can list it on the Capitalism Marketplace and encourage our investors to consider throwing in money into the business and being a part of its growth. Now there's a very specific reason why that is a part of our company here. And it is not just to raise money for a business that we believe in. And this is the important point that most of you need to take home with you. And it's this. Money is a way to formalize relationships. When you start a business and you've got a 5050 partner, you're giving up half that business to the partner. And you don't Even think about it, when you sell a business, which I know might seem like it's a long way off for some of you, but if you follow my work, you know that there are people who have life changing amounts of money show up when they sell a business. They think nothing about giving 10% to a broker who's going to just make a few connections with people who want to buy or business. They think nothing of giving 10% up to somebody who's going to help them find the buyer for a business. Just commonplace in our industry. But when they think about formalizing a relationship with an investor, they get all cringy about it. They get all stressed about it. My theory about this is because most entrepreneurs start their businesses from a place of financial scarcity, they want to create something better for themselves and their family and they want to live a different kind of life. And so we have this relationship with money where money, money's scarce and I'm gonna work really hard to make my money. And when you bring on money from an investor, it hangs over your head and creates pressure because you assume that that investor is worried about their return.

But I see money as a way to formalize a relationship of parties that have a vested interest for something to succeed. So I'll give you an example. I am an investor in a company called Outstanding Foods. Outstanding Foods is a plant based snack company and the founder, Bill Glaser has been here on the podcast. You can look that up if you want to listen to it. I have a vested interest in that company succeeding. I want that company to win. So when they had questions about TikTok shop, I got on a Zoom call and walked them through the strategies that we saw were working. When they asked me to post about a new product that they're doing on social media, I will often do it. I will make introductions for them. Even though my ownership in the business is like half a percent, as an investor I own a very small amount of the business, but I want them to win because I have a vested interest in their success. But I did not invest in this company just because I thought that it would have a 2x return or a 4x return. I had other reasons why I wanted to be a part of that company. I really liked the founder. I wanted to build a relationship with the founder. I really liked some of the other investors that were on the cap table. In fact, Rob Dyrdek is one of the other investors and I built a small relationship. No, we're not close, but we know each other's names. He's been here on the show because we're both investors in the same company. Money was the way that we created a relationship with all of the parties included. It was not just about the financial return for the company or for me personally. So the way that I encourage you to think about raising money is how am I going to formalize a relationship with the people that I want to do business with? Let's say that you're a million dollar entrepreneur and you're running into bottlenecks of inventory and you're wanting to grow the business, but you can barely keep up with demand. If all you need is money, then the best way to solve that problem is to go get a bank loan or an SBA loan or use one of the many different inventory financing companies that exist in order to finance a bigger round of a purchase order. Those are good uses of capital. Unless of course, it puts a mental strain on your mind where you're thinking, I got to pay this back and what if the business goes down and what's going to happen? If you don't want that hanging over your head, but you've got pent up demand for a business, it may be worth considering raising money from people that you own want to be in business with anyway. When you've got pent up demand for something, you've got a reason to raise capital from the people that you want to build relationships with anyway. I'll give you an example. I mentioned the car parts company that we invested in when they were doing about $50,000 a month in sales. We will be raising capital for them on the capitalism marketplace. And the way that we are structuring this deal is we, we don't want to go raise $200,000 from one investor. Instead we want to raise $2,000 from a few hundred investors. Why are we doing it that way? The reason we want to do it that way is because we want 200 relationships. Now in this case, the owner, Jake, has come to us for advice and for capital and we've had a beautiful relationship together. We formalized the relationship with money. We've all succeeded together. The business has about 10x since we started working together. So it's been a very fruitful relationship. And now Jake wants to grow the business even further. The way that we're gonna fund the next growth of that business is with lots of relationships not just going out and getting the money. We could get the money from a bank, but we want relationships with people who have a vested interest in the success of the business and Whether it's an investor who's put in $50,000 or somebody who's put in $5,000, the minute that you're invested in something, you have a vested stake in seeing that business win. So if we raise 2 to $400,000 from 200 different people, the stress of making that business work is very low because the checks that have been written are very small. But now we've got 200 people that have a vested stake in the success of the business. What could that look like? Well, at the very lowest level, that's 200 people who will probably buy a product that it launches and leave a review on Amazon. Now, can you imagine if you knew that you could get 200 reviews on a product? That's pretty cool. We also have 200 people that know other people. And if you've got a vested stake in a business winning, then you're going to make introductions for them. You're going to contact that influencer that you know or follow. You're going to look at your Rolodex and your network of people to see who you can introduce that could help the business. Those relationships are worth way more than the capital that is raised. So while you are building your business, if you run into a bottleneck or a constraint, it's tempting to think, I need money. I need money to get through this problem. But there is way more money out there than there are good opportunities. So if you've got a healthy business, you're actually the one with the leverage. And that's when you ask yourself the question, what relationships do I want to bring to the table? What relationships do I want to have involved in this business? And how can I formalize that relationship with money? And when you formalize the relationship with money, now everyone has a vested stake in that business succeeding. And yes, your job is to be a good steward of that capital, but you be a good steward by building a great business. And one of the ways to support a great business is by building really deep relationships. And you can do that by building an audience and making the connection with that influencer. But you can also build relationships by exchanging dollars. I believe that the purpose of money is, is to formalize agreements. If I sell something, like if I sell a membership to a mentoring program called the 1% to help an entrepreneur build a business, they are formalizing the relationship by signing up, by paying the membership fee, we are formalizing the relationship with our resources that we bring to the table. The coaching calls, the content, the. The mentoring, the ongoing depth of relationship and this is a bit of a side rant here, but, like, I really get to know our members, people who come on coaching calls regularly. I get to know their businesses. I put a tremendous amount of mental energy into getting to know them as a person and as a business and guiding them through a process of building and growing a business over 12 months or even longer. Sometimes make introductions for them. There's people that I shout out on social media. I give them my attention. I have a vested interest in them because we've made an agreement with a transaction. The same is true with an investor. If you raise capital, it's a way to formalize a relationship with somebody that you want to be in business with. So often entrepreneurs think the money out here is the thing that I am chasing because I need the money. But the money needs you. The money needs good businesses to flow through. And that's why, if you think about it as a way to build relationships with people that you want to be in business with anyway, then we can have a much healthier relationship with how we use this money and how we raise it. In fact, I have a friend who runs a fund like I do, but his model is that he only raises capital from influencers. So he has these influencers that put money into his fund, and then when he invests in a business, all of these influencers now have a vested stake in that business succeeding. So what are they going to do? They're going to have that brand on their podcast, they're going to talk about them on social media. They're going to email it out to their list. How cool is that? Why does that work? Because now everyone has the same vision and the same goal. That's the beauty of capitalism, is that it aligns all of our interests together. We are all under one vision to serve one another, and we have an aligned goal. And that goal is victory. And victory looks like the business succeeding. So I want to share something with you that happened inside of our mentoring program called the 1%. This is where we help people on their road to their first million. And this is a conversation that I was having with someone who is running into a bottleneck in his business. He's selling product way faster than he expected. He launched two months ago, and he's done about $15,000 in sales. Really good start. And now he's got to place a bigger inventory order in order to fulfill the demand, which is building faster than he expected. I coach him through thinking about capital as a way to bring leverage to relationships. And I just want you to see this clip. Watch this. This isn't the time for you to necessarily raise capital, but it is the time for you to.

Just talk about that as an option. Here's what I mean by that. If you have a conversation with your manufacturer and they say, well, you know, if you order 10,000 units, we can expedite this faster. Most people will be like, 10. Like, I don't have capital for 10,000 years. That's a big risk. The way that we flip that is we can say things like, oh, okay, so if I raise capital, brought on an investor, and place an order for 10,000 units, you guys could expedite this. It's a way of edifying what they just offered to you while also showing that you're thinking about the long term of this business. And if you. And you can say stuff like that just when you're having conversations with people. My manufacturer said, you know, if I raise a little bit of capital, I'll be able to get way ahead of inventory orders. It's funny when you just start talking about things like that, people go, you know, I got 20 grand. What kind of terms you looking for? Right? It just. When you ask for advice, you end up getting money. When you ask for money, you get advice. So this is just the time for you to be thinking about bigger things, even if you don't execute on them right now or ever. It's. It just shows that you're a player and you're thinking really long term. Cool. I love it. Great work. Ty. Good to see you. My man. Congratulations. Thank you. Now, notice in this conversation, I'm not necessarily telling Tai to go raise money from investors. I'm just getting him to think about what his options are so that he can show up differently in a negotiation with his supplier or his manufacturer. When you know that there's money out there and that whenever you run into a bottleneck, you could raise capital from an investor or from a bank or from a marketplace or from some dude on YouTube who runs an investment fund, you could operate with a little bit more confidence, because when money is the limiting factor, you close, you get all weird about it. But when you know that there's money out there everywhere and you've got a good business, you show up with a different level of negotiating power. You show up with a different level of leverage, which helps deepen the relationship with the people who also have a vested stake in the success of the business, like your manufacturers, like your influencers, like your team members, like your partners. So knowing that that is Available gives you a different level of confidence even if you never pull the trigger on raising capital. Okay, so I have beat this point to death. Let's talk a little bit about how, how you raise capital. If you're in a position where you've got more demand, where you have something that's working and you want to make what's working work even better. Well, there's a lot of different options to be able to fund a business. There's bank financing and notes and safe notes and then there's equity capital. And that's what I want to focus on. Equity capital is when you basically sell a piece of the business to investors and now they have a vested stake in the performance of a company. This is something that I want you to remember. If you ask for money, you will get advice. If you ask for advice, you'll get money. So how do you apply this? If you've got a business that has constraints and you put together a 10 point defense deck about the opportunity that you're seeing and the constraints you're running into, and you call up 10 friends or 10 contacts whose advice you would really appreciate and you just run them through the slides, you'll probably get funded. But if you call those people and you ask them for money, you'll get advice about what you need to do better. So I always tell our clients that we're working with when, when they're thinking about raising capital. You put together a small deck with the opportunity and the constraints that you're running into and then you ask for their advice. A lot of times people will offer their own capital and if not, they often make introductions for people who might be willing to invest in the business. It's got to be from a genuine place though. Don't ask for advice hoping to get money. Genuinely ask for advice and you will find there's plenty of willing parties that are thinking about. I've got 25k to throw into this, I've got 10k to throw into this, and I know three other people and that person would be a good fit because they know this person and this person and this person. So ask for advice, not money. And that will create the relationships and the introductions, probably more than you ever need in order to raise the capital for you to get through that bottleneck. There's one tip that I want to share with you that has served me well. And I learned this from Oren Kloff. This came from his book Pitch Anything, which he wrote, I don't know, 15 years ago. The only thing that I remember from Pitch anything was that investors want to see momentum. The part of our brain that needs to be satisfied first is the one that sees momentum, motion growth. So how would you show that when you were talking to an investor? You might do that with showing the market expanding. You might show the growth of your monthly sales, you might show your audience growth, you might show the comparisons of other businesses that have sold at certain valuations. But a tip that has served me very well is just showing the momentum or the growth of something and your participation in that. I believe we live in an expanding universe. I know that might be woo wooer airy fairy for some of you, but the universe is literally like physically expanding. And I believe economies expand and capitalism is the system through which we are expanding the economy in our service to one another. So the economy is going to be bigger next year than it is today. It's definitely going to be bigger 100 years from now than it is today. So there's always some reason to show progress, momentum. And when you use that as part of your presentation or part of the reason why you've got a bottleneck, it satisfies that lizard part of the brain that is looking for the thing that is going to succeed, the thing that is going to grow. This is why people invest in Apple or Nvidia or any business on the public markets that's going up. Bitcoin, Ethereum. People are more likely to invest when it's at the top than it's at the bottom. Because we naturally follow momentum, we look for progress. So if you can show any progress at all, you will have a much higher chance of formalizing the relationship with money, AKA getting an investor to give you money. So let's just recap this into a bit of a checklist. Who should raise money? Well, if you're at the beginning of your business and you have no demand, your temptation is going to be, hey, I need money. That's the wrong time. You should not raise capital. You should go build demand first. If you've got demand, meaning you've got more demand than supply, you might want to consider raising capital. How do you do that? There's lots of different options. If you are in a place where you can predict that the product is going to sell or that the growth is going to continue, the best way to do it is just to get loans is to go to the bank and get them to finance the growth that you need. But that also hangs over the head of the entrepreneur because they got to pay that back. So the other option is to raise capital from private investors. And the best way to do that is to show growth and to ask for advice rather than money. And of course, my recommendation is to only get capital from people that you genuinely want to build a better relationship with. People who can bring more than money to the table, people who can bring experience, advice, relationships, exposure. If you can build relationships with those people and raise capital from them, that's the most appropriate use of bringing on investors. I will tell you, as an investor, I get excited when I see an opportunity to invest in something that I know that I can bring strategic value to. I'm thinking of an example right now of somebody who is in our capitalism incubator. And if you don't follow my work, the capitalism incubator is a place where we work with established businesses that are doing at least half a million dollars a year and we bring our infrastructure to the table. Because we own a minority stake in an infrastructure company, we can usually save someone tens of thousands of dollars a year by using our infrastructure. And then we can also free up the operator, the entrepreneur, from like 20 to 40 hours a month of work that they shouldn't be doing by using them. So we're able to grow these businesses by reducing their expenses, bringing on better people, putting them on a path for growth. But I'm thinking about this one person who had this product that I really loved, and I wanted to be a part of this business because I liked the product. But I got excited about being part of the business because I knew four people that I could bring to the table that could help this business, that could advise this business, that could promote this business, that would talk about this business to their network and get them exposure. I genuinely want to be part of it. I want to give them money and see the business succeed. And I don't think most entrepreneurs realize that there are people that want to be part of a business that want to add value to something, and they get excited about the idea of partnering with that business because they can bring unique relationships and opportunities. You know, so often we start businesses because we want to make money. We want to have a different life for ourselves or our family. And so we think everybody else is in the same scarcity mode, mode. But I, I, I really believe that we all genuinely want to see each other win and we want to be part of it. And when you've got and you really believe that you have something that could grow with the right relationships and the right capital, it's good for everyone. And get this, what business can't win with the right relationships and the right capital. That's all business is. The right relationships, the right financing and products and services that are in service to other people. That's the point of raising capital. Your job as the entrepreneur is to build the product or the service that is good for someone else and to build up that pent up demand. Once you've got that pent up demand, then bringing relationships and capital to the table to be able to be in service to that customer might be the greatest contribution that you can make to the entire marketplace. Now, of course, until you're at that point, you shouldn't raise capital because you don't know what works. So once you figure out what works, then you can explore possibly bringing relationships to the table that you formalize with money. But not until that point. Once you're there, yes, keep as much of the business as you can. But it would be a disservice to you and the business if you are constrained by capital and there's money out there that wants to support you and you don't take advantage of that. Now of course there are smart ways to do it, not smart ways to do it. You should have an appropriate valuation that protects the health of the business so that you have the resources to be able to continue servicing those customers. And that's a skill set. That's something that I wish I had known when I was building my business. When I sold my company in 2017 at a $16 million valuation, I didn't know that I could show up to the negotiation with my own terms. I thought they're the guys with the big money. I'm just a small entrepreneur with a cool, profitable business that is growing every single year with happy customers and great products and a cool skill set. What do I know? They're waving a big check in front of me. I'll just take whatever they offer me. I wish I had known that I was the one in demand, that I was the entrepreneur that everybody wanted to be a part of. And so this is why when an entrepreneur goes to raise capital or to sell a business, I remind them that they are the one who has built something unique. They're the one that has the leverage in the negotiations. So when we invest in a company, we are now advocates for that business. When we take a partnership with a brand in our portfolio, we are now in an advisory role to ensure that that entrepreneur realizes the value of what they're bringing to the marketplace. So if that's you, if you're an entrepreneur, that is growing, you're at seven figures or beyond. There's a few ways that you can get the support that you need. One is inside of our capitalism incubator. This is where we bring our team to the table and we bring our infrastructure to the table. We're usually able to save e commerce entrepreneurs tens of thousands of dollars a year just by bringing our resources to the table and helping them negotiate better terms on the product that they're already fulfilling or on the services that they're already getting. So we can usually save that person tens of thousands of dollars and then bring our resources to the table that help them grow on whatever platform where they're taking sales. Also, we help them prepare to raise capital if they need it or bring other sources of financing to the table if they just need to grow their inventory orders, place bigger orders. The second way that we can support you is inside of the Capitalism Fund. If you need a board of advisors who have a vested stake in your success, go over to capitalism.com fund and you can fill out a form that comes right to my partner and my desk and we can see if it makes sense for us to work together. And if you've watched this whole video and you're an entrepreneur who has a vision of building a seven figure business that you can scale and sell and you need mentoring in the early stages of the business. Until you're at a million dollar run rate, the best place for you to get plugged in is just to go get our free resources. At capitalism.com playbook we're in the business of helping entrepreneurs build million dollar businesses so that then we can invest in them and advise them and that's where we make our money. My funnel doesn't end when you buy one of our programs. My funnel ends when we have a really lucrative, exciting exit together. And that's why I make this stuff for you. Thanks for watching. Thanks for being here. I'm Ryan. Danny Brand with capitalism.com I'll see you in the next episode. Take care. And now a quick word from Tristina Tim, one of our members from the capitalism.com community.

We joined the incubator because we knew the things that we didn't know. So we didn't know e commerce at all. And we needed that. We needed somebody to tell tell us where to go and what to do. Right now we are on track to hit the 3 million mark this year. However, I think next year is just going to double that. We have so many plans for the future and just executing the plan that the incubator brought us. It was fantastic. It was step by step, what to do, how to execute it. And then if we did fumble the ball, we had somebody there to help us through it and walk us through our plans for the future. Of course, this year we have 3 million and then next year 6. And we're hoping to get to 10 million within the next three to four years. Freedom is everything to our family. I homeschool and I love that our family can wake up together every morning. Nobody's running off to school, nobody's running off to work. If I had to work at like a 9 to 5 job, there's no way that I could also homeschool. I get to set my own hours and they're not as many hours as a normal job would be. So that's really fantastic. But again, freedom is everything for our family. And I don't. It's strange that our kids don't know any other way. Mom and dad are home every day. I would describe the capitalism community as family. You get so many tips from people. We give tips and I think that we're going to start to work, work with a lot of our fellow community members and everyone really is rooting for everybody else. Nobody is like in competition at all. Like everyone is everyone's biggest cheerleaders.

If you found value in this podcast and you're ready to go Deeper, here are three resources where we can help you. One, you can grab my book 12 months to 1 million on Audible or Amazon. It has over a thousand reviews and it's the playbook to building a seven figure business. Second, you can join our community of entrepreneurs who are following a plan to build a 1% net worth by building businesses and investing the profits you can get plugged in@capitalism.com 1. And third, if you're looking to go deeper and build a seven figure business that you can sell, you can work closely with us inside the capitalism incubator and you can get on the waiting list and find out what we do over at capitalism.com Inc. That's capitalism.com Inc.