How To Surpass $1 Million Per Month On Amazon and Build A Billion Dollar Company - Dan Brenner and AJ Patel

Foreign.

Hey everybody, this is Ryan Daniel Moran. Welcome to Freedom Fast Lane. I have been looking forward to this show for quite some time. I'm going to be joined by a couple of our Mastermind partners, Dan and AJ Dan and AJ run a beauty care company called Instanaturals that does over a million dollars a month just on Amazon. They're also building up an E commerce EMP that is gonna probably match their revenues that they do on Amazon and then they're gonna go into other channels as well. They call it an Omni channel approach. And Dan and AJ have really exploded in the last 18 months or so, mainly because they have been acquiring amazing talent. And we had a mastermind specifically that Dan led in Orlando, Florida about acquiring world class talent and keeping them and building an amazing culture within a business. So these guys aren't just your typical Amazon seller who are looking to do this on the side. This is a multi, multi million dollar operation. They have really inspired me and stretched me and I'm honored to have them in the mastermind. So I wanted to have them on the show to talk a little bit about their million dollar plus per month business, how they scaled to that level, and how they plan to go from a million dollars a month to $10 million a month, because that's really their plan and their objective. So I wanted to download what that process looked like. I want to give you a heads up that the audio on this one isn't the best. Since there were three of us on the call, we had to do it a little bit differently. So please forgive the imperfect audio. But look, these dudes are geniuses and you're going to want to soak up every minute with them, just like you would want to soak up every minute with any of our Mastermind buddies. So enjoy this chat. I'm going to a million dollars a month and beyond with Dan and aj.

Welcome to Freedom Fast Lane, Dan and aj. Thanks for hanging out with us.

Thanks for having us, Ryan.

Yeah, we're stoked to be here, man.

So I want to start from the beginning. I brag about you guys all the time. It's never been in name. And I have flirted with you enough to come on and share a little bit about your evolution as a company on the podcast. But what I bragged about so much is how the two of you have just relentlessly sunk your teeth into a business gone all in, delayed gratification, laid the foundation, hired good people, built the team, and has scaled into a million dollar a month plus company. But I Want to dial it back a bit because I met AJ and then Dan shortly after when the two of you were just on like a million dollar run rate. And it seems like we just turned around and now the two of you have an eight figure company. So what I'm really curious is not so much of the getting started process that you went through, but AJ when it was just you and I think you had one primary person, what were those pivot points that really took you from 1 million or $1 million run rate and allowed you to start setting the groundwork to build that eight figure company? What were those major leverage points and how did you seemingly scale up so quickly? Sure.

So I think in the beginning it's all about hustle. Right. So I mean my days were.

18 hours a day, just kind of grinding everything, even when I had the job, just working after hours and whatnot. But starts off with knowing your weaknesses and hiring the right people. So like you said, I had a kind of right hand person when I first started this company or six months later after I started this company and she was doing the things I didn't want. Soon after I started adding people to do things that again, I didn't want to do to the point where we started hitting the million dollar a month mark. But at this point I kind of realized.

I remember talking to Dan in the hallway and I'm like, man, Dan, we're doing million a month on Amazon, but what's next? What's next after that?

So the pivot point really came after realizing that being on Amazon is great and it's great cash flow model, but if you want to be real business, you have to pivot from the Amazon model to real business model. And that means creating an omnichannel strategy. And that's when I realized that Amazon was kind of quicksand. And if we wanted to become a sustainable business, I needed to find a way out. And really I started talking to Dan and we kind of partnered up thereafter with his knowledge and working with other multinational companies, kind of consulting for them to bring that billion dollar mentality to our business.

Yeah.

So I want to ask you this, A.J. because basically what you just said was one, two, skip a few 99amillion a month. So what I'm really interested in is when you were just a two man show and you're working 18 hours a day, hustling and grinding and you're doing 100,000amonth, where was that point at which you said, well, eventually we hit a million a month. What was the Step in between.

What was the major leverage point that gave you the ability to scale from that one to 10?

That's a great question.

First of all, I would say set the expectations high, right? Shoot for the stars, land on the moon. So when I first started the business, I, I knew I wanted to hit 1 million a month right within the first month. And that kind of changes your mindset on how you act right from the get go in terms of how aggressive you are with the product rollouts, which we were. How aggressive you are in terms of doing the small things like being all out with customer service, going above and beyond, or getting the social proof that you need for the products to scale up. But I think mindset is the most important thing and in addition to that, getting help at the right time. So my first hire, Melissa Munchalka, I mean, she was great. Before her, I was doing everything and really kind of I was in my business rather than working on the business. So I wasn't really focusing on the growth. I was answering customer service emails 12 hours a day on a Saturday and Sunday.

Right.

Not really being able to focus on how to grow the company, how to leverage the growth that we already have. So I think bringing on Melissa and from there on hiring the right people was my biggest turning point.

And from a hiring perspective, was it more about acceleration of the results you were already getting, like rolling out people who could make your vision happen faster, or was it about bringing in people who could bring in new ideas? What was your philosophy when you started to build out that team?

Initially, it was people that could help me do the things.

Where they could.

Take my weaknesses and kind of work on the business, work in the business, so customer service, marketing and all that, so I could focus on growing the business. And then I brought on the thought leaders like Dan and then VP of operations and Finance, and we just recently hired a cmo. So I think first and foremost, get the help you need so you can focus on the growth of the business and then surround yourself with the thought leaders to scale it up from there. And I'll also say the big part of that is I didn't pay myself a salary for.

A year, give or take, and I reinvested every single penny that we got. Even when we were making half a million or more a month, I believe I still wasn't paying myself anything. To this day, I take out a low salary. I'm proud to say that. So it's again, just if you treat the business like the money belongs to the business, the mistakes I made in the past when I had other ventures is I took the money, the profits, and kind of gave it to myself, spent it thinking it was my money.

It's not.

So I say the biggest lesson for new entrepreneurs is reinvest the money, scale the company.

I completely agree. Matt and I had the exact same philosophy when we started our business, which was to reinvest everything until we were doing a couple million dollars before we paid ourselves anything. How big was your team before you brought on Dan to build out the next piece of vision of the company?

I think we were around six people, if I remember correctly.

Okay.

Question for Dan then. Dan, I know the story of you and AJ Sitting at lunch and getting to know one another because your offices were next to each other. You see what this guy is doing. You see where this company is going. What's your thought process? What's your approach? When you walk into a business like this that's spitting out cash and growing really fast, it's really a lean, and you're handled with the task of building the next level of the company. What is your thought process and how.

Do you analyze that and how do.

You even set what you consider that next benchmark?

Yeah, great question. And I'll say that like the first thing when I, when A.J. just kind of humbly told me that at that point he was doing like, I don't know, half a million or two thirds of a million a month, was to basically call bs.

I mean, at that point I was.

Working kind of a startup consulting firm that was part of like an existing firm, but it was like the first part of that firm in the US So it was like a brand new startup. And I was my dad's first hire, and we were scaling the sand. We were blistering like 65 hour weeks all the time, traveling all around the world trying to close business. And like our entire business, the fruit of all of our labor, was a $2 million a year run rate.

And AJ calmly tells me that they're.

Doing 2/3 of a million dollars a month. And I mean, if my jaw could have hit the floor, it would have. And then as we got to be friends, have more conversations, I realized that he was in fact telling the truth and that he really was doing this amount of it because I looked at the product myself. And so it went from kind of like disbelief to pure curiosity of just because it was the same vertical. I mean, we're in personal and beauty care. And a lot of the clients that I had at that point were in the personal care space on the multinational front. So, I mean, I'm on both sides of the aisle kind of in a certain way, like learning what AJ's doing, but hearing about my billion dollar brand clients talking about their issues just was a very kind of out of body experience. To have Hollywood conversations and lunches with aj, then kind of put on my corporate job where these guys just aren't hustling, aren't making moves, are taken 12 months to make a decision on if they're going to change the toilet paper in the bathroom. So there was a lot of, like, paradoxical curiosity that just occurred in my brain because it was just two ends of the same spectrum, but very, very, very opposite.

And when you're looking at that, correct me if I'm wrong. You just said that $2 million was about the size of the company that you came from. Did I hear that right?

That's correct. Two million bucks and about 10 people.

Okay, great. So you come in from this background of 2 million bucks with 10 people. You're looking at this business that's doing the opposite. It's 10 million people or $10 million with six people.

You're tasked with.

You are given a big challenge, which is set the vision for how we are going to turn this into an Omni Channel business and set it up to be, to add another comma, to be $100 million business. And that's a bold challenge. And it's a different area than where you came from. So how do you even then go about saying, this is where we're going to go next in order to take this company to where its top potential is?

Awesome.

So, great question. And that's really where the rubber met the road from me and AJ having friendly conversations to him walking in my office and throwing out an idea for me to be CEO that ended up being accepted. And so. So there were a couple of insights that I had kicking around in my head from working with these large multinationals. The first was they didn't understand the Internet. I mean, they literally referred to the Internet as the Internet, as if it was some amorphous being that they had to address with the in front of it. And so they didn't know how to sell, they didn't know how to convert, and they weren't really focused, as a second insight, they weren't focused on millennials. And a lot of the work that I had done at sprm, the consulting firm where I was before for instantial.

Was around understanding millennials. And as all the market research that you do, for these large companies tells you a lot of things about this generation that is extremely unique and given international was in the digital space. And what I knew about Millennials being the only generation ever to influenced their parents, the only generation ever to not be brand loyal, the only generation ever to care more about the company than the actual product. There was this kind of collision of this opportunistic area in the market that just wasn't being met. So I look at instant as this vehicle to address all of the recommendations that I had wished my clients had taken over the years that never were taken, and a chance to really, I use the analogy that as a consultant, my job was basically to pick out the pistol, to load it, to chamber the round, and then to hand it over to the client to pull the trigger. And basically I was left with a bunch of guns that were fully loaded where they never did anything. Whereas now we're at the trigger and we can make moves like we want to. So I would say the real difference is having all of the insights that came with working with billion dollar brands, knowing where they were, missing opportunities because they were too slow or too scared, and knowing that we could be agile enough to build the proper team to really add another zero onto our revenue because we saw that the market wanted it, we saw that we were uniquely qualified to deliver it, and we saw that it wasn't going to take forever to build, so we went forward.

So you had a perspective of what some of these other billion dollar brands were doing. Even if you weren't completely involved in their business, you were kind of on the outside of them and you saw that they moved really slowly. You could then see what was going on in this company and see that you could achieve some of those aims a lot faster. Is that fair to say?

Yeah, exactly. A lot of the insights were from secondary research sources like Euromonitor, for instance, which profiles what geographies and what channels these behemoths are playing. And the other thing is just go type in a keyword on Amazon and see who pops up. It's not the billion dollar companies that you would think would own a certain keyword. It's the companies that optimize their listings and that create a position that's able to receive an Amazon customer and convert them into a customer of theirs. So I would say it was just working on just being in tune with the industry, but also helping a lot of these organizations with strategy and watching them not accept it for the wrong reasons was definitely provoking because you can only tell somebody to do something that's in their best interest so much before you start getting frustrated yourself and wanting to do it yourself.

So it sounds like a big part of the plan of adding that extra zero of growing beyond where you currently are is to add additional channels. And first of all, is that accurate to say?

Absolutely. So what do some of those channels look like? Are we talking retail? Are we talking E Comm? What are we looking at? And what's your plan of attack from pivoting to mostly a one channel pony to being an omnichannel monster?

Sure. This would be a great question if our newly minted chief marketing officer was in the room who started started last week. So we were able to. I mean the story that we told him is basically the same one that AJ told at the top, which is compelling enough for a guy at a billion dollar company leading a billion dollar PL to basically leave it all behind, pack up his stuff and move to Orlando. So that's certainly validation. But in terms of like, where do channels play in, how do you sequence it and why do they matter? We definitely see while Amazon is the largest online retailer, they are not the only game in town. And depending on the category that many of the people in your audience, Ryan, are in, they might not actually be the best channel to sell in. So looking cross sectionally at what E tailers, so what online retailers are basically available to lend their marketplace to sell product is certainly important. But I would say the most underserved area of most of the Amazon entrepreneurs that AJ and I talk to aren't really looking to do anything with their own websites. And that's frankly the easiest starting point is it forces you to get your brand story right. It forces you to get some cohesiveness with your brand architecture. It forces you to look at the way that your products fit together to tell the overall story. And so I would say that's step one and then step two is the different E tailers that we're looking at as the next stage of Omni channel expansion all have to do with who are the E tailers that are qualified and move a lot of volume in our category so that we can go on there and be successful and crush it just like we did on Amazon. And frankly, you don't need to duplicate another Amazon. You just need eight guys that all do an eighth of your Amazon business and now you've doubled it.

So you're starting with your own website and then you're looking at other online channels in the health and beauty space as your next low hanging Fruit. Correct.

Correct.

And then from there, as you might imagine, it would be something like an interim step before retail, like an HSN or a qvc, or it could be directly to a prestige retailer or a food, drug, mass, or.

One of the 75,000 doors that are around the country for people to buy personal care and beauty products.

So tell me a little bit about the website rollout plan. So many people get this wrong. They think that they are going to throw up a website and double their business right away because there is going.

To be another channel.

Right. And then they start driving traffic and.

They lose their shirt.

How are you going into the e commerce platforms without losing your shirt? And what's the plan to grow that into a sustainable and scalable model?

Ryan, I'll take that. I think we realized that we worked on our website and like you said, we've lost money. We've implemented strategies where we haven't gotten the best roi. So what we realized recently is again, going back to thought partners, we need to bring someone that knows e commerce better than us. And so what we've done recently over the past month or two is partner up with a thought leader in E commerce. He knows his stuff, he's great at what he does, including funnels, driving traffic, improving conversions and whatnot. And that's. And we've tied it to metrics. Right. So if he delivers for us, obviously he gets paid and stuff like that. So we're looking to people that know their stuff. And this is one of the areas where we're definitely focusing a lot of our efforts, you know, giving him the resources that he needs, including help and money, for example.

Yeah, and so a couple builds on that. The first is the website I think did like maybe a quarter million or.

Less for us last year.

And this year we're on track if, like, if we don't grow at all, which last month we grew it month over month by 50%.

But even if it just stays where it is, we're on Track to do $1 million just on our website this year. But we definitely anticipate that, that getting to somewhere around the third of a million or half a million dollar mark by the end of the year. But the key thing that AJ pointed out and part of the reason why we brought in a CMO and why we brought in a VP of finance and operations is like AJ has kind of laid the groundwork in what he said at the top in terms of making sure that he's hiring the people that mitigate his weaknesses. That's a Core philosophy around here, if somebody that is currently doing a job isn't uniquely qualified, they're often reminded to go find somebody that is and to make the business case for why they should be leading it. So whether that's a full time add to staff or whether it's consultant or whether it's a partner, like what AJ talked about with our website, what we try to do is focus on working on the business instead of in it. And a lot of working on the business is thinking about what the long term strategy is and where are the capability gaps, either with AJ or myself, or with the people on the team or with just things that we don't know, that we don't know that we need to get a consultant for, or we get somebody to come in and help us. And there's ways to do this stuff really cost effectively with just phone conversations or LinkedIn stalking and getting in touch with people that can help you understand what you really need. One of the most impactful things that we found before we even found our CMO was the interview process. When you talk to that many qualified people, we got amazing insights on just their perspective on what they thought we should be doing based on where we were just in the interview process. So talk to smart people. Talk to people that you might not be qualified to go directly ask, but are probably more likely than you think that they'll give you the time. So I would say that's a huge one. Is definitely working on the business, not in the business and getting people that mitigate your weaknesses and have experience in the areas that are strategically important.

I have so many questions about what you just said. I'm too excited to pick one, so I'm going to get them all. But to start, just to clarify really quickly, it sounds like your primary focus is building a world class team. It seems like both of you operate in this place of not letting the business revolve around you and instead just constantly adding really valuable pieces and sourcing the best talent in order to build a really truly breakthrough business. Am I accurate in my assessment? Pinpoint perfect. Okay, part number two. Half a million dollars a month in E commerce. What is the actual tactical strategy for getting there? I know you have team members who are focused on that, but is it a content strategy? Is it an audience building strategy? Is it a cold traffic to funnel strategy just from a high level? What is the actual plan to get to that goal? Okay, so AJ and I just both.

Looked at each other and we both pointed at one another to take this one. So I'll take it with a huge.

Hedge that any wisdom that I'm about.

To provide is either repeating or like an inclination. But I'll tell you what I know is on tap for us in terms of key tactics. So first of all, the interrelatedness of content, email communication, website copy, social proof in terms of being on every social platform that there is, and overall PR and buzz that goes around your business, those things all are a tapestry that are woven together and there's no way to take one out without the other suffering and the endpoint suffering as well. So the way that we do that is through a couple of ways and starting to just take your advice, Ryan, in terms of the way that you directed us to email, I think our partner also kind of must have read the two stone tablets that you chiseled, but basically just emailing more and more often. I think in our first meeting he asked us how much money do we make when we don't send emails? And our answer was zero.

So I think being more communicative, but not just to sell every time, frankly, our most profitable email that we've sent out recently was a piece of content with at the bottom, a reminder about a sale. So the content is definitely linked to the email, which is definitely linked to the social platforms, which is definitely linked to the way your website looks, which we just relaunched today, which looks awesome and has some bugs, but looks great. So all of those things are interrelated. And then the last and most important thing is the way that you need to link those things together. Again, this is like I'm just kind of repeating. But the way you link those things together, it has to be with a funnel. So if somebody reads a piece of content that you write and the call to action is to buy the product.

And they don't do it, you can.

Retarget that person and tell them that the call to action isn't to buy the product. Maybe it's to gives us their email for discounts and deals. And if that doesn't work, maybe you retarget them on another piece of content that talks about the same subject you know, that they care about. And maybe the call to action is actually to send them to your Amazon listing and at least you'll get something out of them because they just told you twice, they don't trust you. So this type of interrelatedness of the variables that you can push and the levers that you can pull on how to take E Comm outside of Amazon, if you do it, absent of a Funnel, it's not going to work. Which is, as AJ mentioned, why we were losing money is because we weren't experts in this area. We're experts at Amazon, we're experts at product development, we're expert at branding, but we're not experts at how to take like an interwoven mix of all of these levers and turn it into a funnel and have it start being invested into making money.

So you're doing a multifaceted approach of social media with some content utilizing the email list of customers and leads on your site and tying it into good copy and a good conversion process.

On your website. What's interesting to me about that is you're not, I hear so many people that are looking for the hack or they're looking for give me the formula for making this work. And that can be a helpful conversation sometimes. But basically what you're saying is we're building leads and eyeballs and overall attention with good conversion processes and as a result we will have more collective awareness and that will boost our Amazon sales and that will boost our website sales and that will boost our attention in retail when we decide to go there. It sounds like it's more of an overall company awareness campaign than it is about a specific funnel or a specific tactic in order to get those conversions.

So I think I agree with all of those are what I would classify as brand building initiatives. However, we are entrepreneurs and it like we're not at the stage of our business where we can like go throw a million dollars into brand awareness.

So if at the end of the.

Funnel isn't an roi, we are not like throwing money after just getting people to be aware and to think better of us. So everything we do is ROI driven and if it doesn't make sense from an ROI basis, maybe down the road we'll be interested in like awareness measures that build brand equity, that build brand awareness, that get people interested or curious.

But at this point, even if it's.

A piece of content that just talks about the brand, there's always going to be a back end into some form of product that we actually want that person. Like we legitimately want that person to buy our product because it is a solution for the thing that they're curious about.

It is not this skeezy funnel system.

That sometimes you find yourself in after you click a link that isn't the one that you wanted and you end up feeling sold. The beautiful part about our business is we're not selling anyone, we're providing. We're a product provider to people that actually care.

And we do too.

And that's why we're going to be successful, because it's rooted in authenticity and we're trying to solve people's problems. That's what we're really doing.

That's beautiful. So tell me a little bit about the end goal and I'd like for both of you to comment on this. Most people would hit the point you're at. Most entrepreneurs that I know anyway would hit the million dollar a month mark and be like, I don't want to put in the work necessary in order.

To build a really big brand.

I'm just going to sell this thing and go on to the next thing, whether that is just hanging out or whether that is.

Starting the next business or advising or whatever it is. So where do you have your sites now? When you are a new entrepreneur and you set your sites on a million dollars a month.

That'S pretty ballsy if you ask me. So once you're at a million a month and now you're scaling, you've got a team of 20 or so people. Where are your sites now?

So I'll add in my perspective and Dan can fill in the gaps. For me personally.

I wanted to. Once we hit the million dollar a month mark, you're right, there were options on the table.

I could have sold the company, could.

Have gone another way. But what I wanted to create was something that would kind of outlive me. For me, a true measure of success for myself was creating a company that doesn't have a two or five year shelf life. I want to create a company that has a 50 year shelf life that outlives me. That was a big motivation and reason for me to, you know what, let's go hit a home run. If we fail, at least we're going to try our best, give it our all, and we'll fall short. But I didn't want to have a regret later down the road. And this is again based on my past experiences with Internet marketing and just doing these ventures that last a year or two. And then you're like, all right, what's next? This is something that I'm passionate about. I wanted to build a big company and help the people along the way on our team. That's another big component. But with all that said, it does come with a struggle, right? So when I signed up, having 20, 30 people, no one teaches you how to be an awesome manager. No one teaches you how to deal with issues that come up from day to day. It's a Struggle sometimes, and it's what you sign up for. But even with its ups and downs, it's a fun journey. And I don't have any regret taking this route. And where we're going, which is for us, I think Dan is on the same page as me. We want to be $100 million company. We want to be a billion. That's why we're building towards a billion dollar company. But that's my personal perspective. Dan may have something else to add.

Yeah. Thanks, AJ. And I love that. I think AJ's passion to create something that outlives him, I mean, that is by definition a legacy, and I think that's powerful, and a lot of the team attaches to that.

So.

For me, I would say we're aligned in that we're on track to building a billion dollar company. And we're actually thoughtful about the differences between $100 million company and a billion dollar company. We could be a $100 million company and never be a retailer, but we certainly want to be in as many channels for distribution as possible. So we are building towards even another comma. But the $100 million vision is along the way, and it's far enough to be a good stretch goal.

For now. I would say I have an instant.

Natural company outcome that I hope to achieve, but really I have more of a transcendent philosophy that I've never shared publicly, which I'll be happy to do today.

So the first is to be able.

To build this company to the point where people don't just know the actual products that we sell, just the way that our logo looks, or maybe one or two products that we might offer, but they know about our culture and they know about our company, and they know about the leaders of the company. And the thing that I love to point out is Zappos, and a lot of people have heard me talk that know me well is Zappos. I've never bought a pair of shoes from them in my life, and yet I know who they are, and it has nothing to do with, like, their supply chain being able to deliver shoes to my door. And I wouldn't know that because I never have. It has to do with the way that they've created a business that is culturally relevant. And so for me, I look at the gifts and talents that AJ and I have, and I see it as we've got to use them. And I see this company as the platform to fully leverage all the gifts and talents that we were lucky to be born and taught and to be Created with. And so ultimately, what I'd like to do is to create the most culturally relevant personal care company in the world. And what I mean by that is both in terms of the growth story and the way that we started in that ever since day one, we had our vision set high, but also we want to create a workplace. And we have 22 people here now who have an instant natural email address, and they look to us, and we are millennial entrepreneurs. And so what we wanted to do was create a corporate culture that was culturally relevant. So as of the first of this year, every employee gets unlimited vacation and paid time off. We trust them. They're full grown adults. Anybody can go to any meeting they want if there's an interest, and if they're in customer service, they want to go to a marketing meeting or a finance meeting. Every door is open. And frankly, if they don't want to be here, we don't want them here either. So if they want to quit, we'll pay them 2,500 bucks and they can go out the door. So we want to create a company that has fully bought in employees that think like owners, that see the vision and that go after it with such velocity and veracity that everybody is compelled, including the person who opens the package that we send to them. That's ultimately the intermediate vision. So I'll take a breath there before I go into the life's work vision, if you still want to hear that.

Right, please.

So.

With a background of working with.

Billion dollar companies and seeing that in every category they're losing market share, it's because they're losing to millennials. Millennials are not picking mom and Dad's brand for the first time ever. The thing that I really want to create is to create a multibillion dollar consumer packaged goods company that is a family of brands that doesn't put a quarter of their revenue into advertising, that doesn't have fancy marketing, that communicates to millennials, who are the most important category buyer that you have across any category, that communicates them in a way that they like, which is through social media, which is through what their key influencers say, which is through communication channels that the big guys are too scared to touch or too slow to master. And so really what I want to create, whether or not we get bought is really irrelevant. If we do get bought, I'd like to just like, go do this again. But I see the landscape changing in terms of what's been around for hundreds of years of these bohemian companies, of mom buying the Same laundry detergent that her grandmother bought, that her grandmother before her. To millennials that really care about the company and they care about whether things are sourced appropriately. They care about whether they employ women or if everybody is paid fairly or if there's anybody that's oppressed in the process of the supply chain. So we want to really ultimately, and this is my long, long term, like this would be my life's work if we could accomplish this. But to create a multi billion dollar CPG company that communicates to people less like their consumers and more like they're just people.

That is beautiful, guys. And.

As a defender of capitalism, I would just like to say thank you for representing the type of entrepreneurship and capitalists who care about their impact in the world and that represent and preach their impact in the world as one that is positive. I know you guys are busy running $10 million plus companies and building a billion dollar brand, but I want to say thank you on behalf of the tens of thousands of people who will hear this for sharing a bit about how you got there and where you're going next. And thanks for hanging out with us on Freedom Pathway.

Thank you for having us, Ryan.

We appreciate it too. Yeah, thanks, Ryan. It's been a pleasure, man.

You know, it wasn't long ago that a million dollars a month seemed impossible to myself, to even Dan and AJ to a lot of individuals in our mastermind. But we're there now. I'm over a million a month now and these guys went to a million a month really quickly. And that's, that's the power of just being surrounded by people who stretch you, who make you think bigger. You know, Jesse Elder has been on the show several times and he talks about the new normal. He talks about changing the things that you perceive as normal by changing who you hang out with. Because if having six pack abs is normal to your community, you're gonna be more likely to actualize that being fat is normal. You're probably gonna be fat if you're normal. Is being a millionaire good chance you're going to be a millionaire? Because we all do what's normal to us. That's one of the benefits of being in a high level mastermind. If you want to hang around with people who are at that level and beyond, I'd invite you to apply for our mastermind. It's just for people with a net worth of a million dollars and up or a business that does a million dollars in revenue per year and up. You can find out more and also feedback out an application@freedomfastlane.com mastermind or just go over to freedomfastlane.com click on the tab that says Mastermind and fill out the application there. You can also see some photos and some videos from our most recent workshops and find out about where we are going to be next. It's a phenomenal group. We have all grown tremendously in the past couple of years and we'd love to have some other breakthrough entrepreneurs who are making an impact and building breakthrough businesses in the group. If that's you, head on over there, fill out the application and we'll see if it's a fit to work together inside of the Mastermind. As always, thank you for listening to Freedom Fastlane and I'll see you on the next show.