Michelle Bosch: Make Your Business Boring

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Hey, fastlaners. Ryan, Daniel Moran here. And today I'm going to be joined by Michelle Bosch. I met Michelle at the Strategy and Execution Summit up in my hometown of Cleveland, Ohio. And when we met, we talked about some really interesting things regarding what sticking points or bottlenecks hold entrepreneurs back. Michelle runs a company called ultimate boardroom. It's@ultimateboardroom.com and she works with entrepreneurship entrepreneurs who are doing at least half a million dollars a year. And she works at unraveling their sticking points and helping them grow with the target of growing 10x. And I found it really interesting to hear her talk about what common things hold entrepreneurs back. I think one of the most interesting things that she talks about is the fact that as entrepreneurs, they say yes to a whole lot of things in order to grow to a certain point. And when they get to half a million dollars or a million dollars to, they are then required to start saying no to a lot of things so they can laser in on their goal. She also talks about why our goal should be to make our businesses boring if we want to grow, when we should hire and who we need to surround ourselves with in order to build a winning team. Whether you are just starting your business or if you're well beyond that half a million or a million dollar mark, I think you'll find a lot of golden nuggets in this chat with Michel Bosch. Michelle Bosch, thanks for hanging out with us on Freedom Fast Lane.

Thank you very much, Ryan, for having me. It's a pleasure to be here.

Well, it's a pleasure to have you. And I'll share why because when we met in Cleveland, you said something to me that just really tweaked my brain and I'll never forget it. And you were telling me that you work and coach entrepreneurs who are doing 500,000 to a million and you get them to think 10 times bigger. But you said this thing to me that I'd never heard before and it was the goal of business is to make it boring. And this just tweaked my brain. So I want to start. Michelle, would you explain what you meant when you said that?

Okay, so what I mean when I say that the goal is to make it boring is that from my standpoint. And my standpoint as an entrepreneur has been because I have worked very closely together for the last 14 years with my husband, who's the visionary of the duo, of the team. And so my part is really more of the strategic planner. And so from a strategic planner point of view, I don't want to just be entertained in whatever vision and new project or new idea we have. I want to be sustained by it. So.

I guess my CFO background makes me want to have predictability.

In cash flow, predictability in outcomes, in experiences for our customers, for our clients. And so that gives me a tremendous focus on process and systems to make sure that there's no surprises, not that they're not going to be, but that you don't have to be constantly basically.

Running around, reacting, reacting and basically jumping from crisis to crisis and putting out fires. There's no need for that. And process and systems will do that for you. However, before you even get to the process and the systems, you really need to have an amazing team that helps you set those in place. So it's always like so many moving pieces to business. It's the why, it's the who, it's your what and it's your how that are constantly moving.

Together to basically produce this wonderful end result for the business, for the people that are there so that when they're going to work, they feel like they're contributing. For you as the entrepreneur that you're making, the impact that you need to have.

Michelle, I'm sorry to interrupt, but I just want to push back on this concept for a second because most of us entrepreneurs are reacting. We are running around and chasing our tails because fires come up and because opportunities come up. So you work with a lot of those type of entrepreneurs who are in that mode, which in my experience is almost all of us. So what's the first thing that you do when you're working with somebody who's at that five hundred thousand or million dollar a year level to get them to start cutting out the fires and starting to bore eyes, boring eyes, our businesses, so that they're more predictable.

Yeah. So what happens is when you are between 500,000 and you're trying to grow basically the six figure business to get to a 500,000, the nature of the beast has that you have to say yes to every single thing that has come your way because you have to make payroll, because you have to pay the bills, because it's just how it is. You need to say yes to everything. And that makes you be in reactive mode constantly. However, in order to really break through.

There'S no way other than this, you will have to start saying no to certain opportunities, to certain customers, to.

Certain product lines so that you can say yes to the ones that really have the potential for 10x growth.

So what you're saying is when you're starting out, there's a need to expand into as much as possible by saying yes because you have overhead and you have these things you have to do. But when you want to really grow from that, it's more about saying no than it is to saying yes.

Yes. And so basically, when you're there basically in the hustle mode to get to the first 500,000, you're really getting everything done out of ego, out of like everything is you. Basically you're doing whatever, you know, we're willing to do whatever it takes, work, the hours that it takes, and everything is you, you, you, you, you. And in order to basically break through, you need to start gaining capability and capacity in the form of a team. And in order to do that, you know, you, you have to recognize that you have to move from that ego base and, you know, getting things done type of mode to, you know, having a team around you. And that really requires you to grow as a leader. And really. And leadership is not something that you do. It's a state of being. So some growth and some self awareness needs and some, you know, recognition needs to come about so that you recognize, okay, you know, I can't, I can't do this all on my own. I need to expand and expand, you know, in capacity and capability for people that can help me put systems in place and processes and so on. And I need to basically start saying no to certain things so that I can really look at my business and figure out which is my biggest pumpkin in my business so that I can really grow 10x.

So, you know, you just threw a lot of dirty words at us like systems, processes, hiring, team. In this world of fast moving solo entrepreneurship, those are pretty much dirty words. Now in the last year, I have changed my view on teams and hiring, and I can go into that on a personal basis. But from your perspective, I'm sure you've dealt with plenty of solopreneurs or even small business owners who say, I can't afford to hire, it's expensive to hire. I don't want to take out of my own paycheck to pay somebody else's paycheck. Managing people sucks. I don't want to take the time to do systems and processes for my businesses. I don't even know how I would go about doing that. So what are the shifts that you start to work with entrepreneurs to do in order to free up time and free up mental capacity for their businesses?

Okay, so we, the very first growth pillar that we take them through is the leader booster. And in that, there's an exercise called the Genius Zone Advantage Exercise. And it's basically an exercise that shows you what activities you're doing on a daily basis where you're either incompetent, competent, you have a superior skill set, or you have a superior skill set and you love. And so the things that you have a superior skill set and you love, this is your genius, and you should be spending your time in this genius. Yeah. And the reason why you have so many entrepreneurs out there completely exhausted and against the wall and frustrated and not being able to grow is because they're basically spending a lot of time doing a lot of the stuff that is not in this zone of genius. There's no self awareness. And so we start there. And once you recognize these are the one to two things. And as an entrepreneur, when you start, you're pretty arrogant. You think you can do it, warrior mentality and spirit. But at the end of the day, there's like one or two things that you do exceptionally well and on top of it, you absolutely love. And so everything else needs to be delegated or deleted. Yeah. If it's busy movement, I want to.

Share a personal experience and then ask you a question based on that. And that's. I have a business partner who handles a lot of our business. I mean, he handles a whole lot in our business because I'm the idea guy and he's the implementer and the builder. But what he really is just one of the best in the world at and really loves doing his product development. But he kept all of these other things on his plate that were not in his zone of genius. And as soon as we freed him up from those things that were really holding him back, man, he became an even better product developer. And I mean, he's really one of the best in the world at that. And he's so much happier now. But I had the benefit of having a partner. I had the benefit of we had cash flows to hire somebody. And you know what? We made a great hire that took a lot of things off of his plate. But a lot of resistance comes up over this idea of how do I make the right hire or how do I even get to the place where I feel like I can afford the right person for this. There's other people who aren't as fortunate as me to have had a partner who was really, you know, was clearly one of the best in the world at something. So that was an easy identification of, you're really good at this. And we should just get you operating in this. So I'm sure you've dealt with lots of entrepreneurs who have come up with that resistance point.

Yeah.

What comes up for them and how do you deal with that?

So you, when you're thinking about somebody like this that is going to help you, you know, put on processes and systems and take care of operational stuff, if you're the visionary, you're always thinking of this, I don't know, anywhere between 80 or $100,000 salary person, and you're thinking, oh my God, am I going to get my ROI on that? And we always think of ROI as return on investment. But if you think of it as return on involvement and don't think about this big annual amount, because at the end of the day, you know, when you bring somebody in with that kind of expertise, within a quarter, you're going to start seeing the results of it. Yeah. And so you have to think about these people in terms of if you're very fiscally prudent and thinking from the point of view of cost, is that your outlay will be an X amount of monthly cash flow that you're going to see coming out. So what you really need to find right now is, and I have worked with many entrepreneurs and when we go through this genius zone exercise very quickly, very fast, they're able to find fat within their business to basically be able to afford whatever that person costs per month and they start seeing the results within a quarter. Yeah.

Meaning that person comes in and starts to eliminate things that are unnecessary, expenses that actually make the hiring of that person not add to the bottom line or not add to the cost or.

There'S scrap that you're overlooking right now. But whenever people see that that is the key to freedom of time and enjoying basically what they're doing and really stepping into, you know, activities that will energize them versus depleting, believe it or not, very quickly, oh, you know, I have this going on. I think I don't need to have this subscription or this or that or this person. I can replace them with this other better person. So very quickly they're able to see and find fat and basically produce the cash flow that is needed for this person to come in for the first quarter and then within a quarter start seeing really tremendous results.

So are you making the argument that the first hire that someone needs to make is kind of that executive, top paid person, or are you just saying that's the perception that most people have?

I am going to say that.

It depends if you're below the $500,000 threshold. You know, a very competent strategic assistant would probably, you know, will probably do, do the work. But this person basically needs to be a treme.

Fact finder, a tremendous follow through person. Because what happens is you're trying to find a person as the visionary, as the entrepreneur. You're trying to find a person that you can basically give the baton to and that person can finish the race because you're really good as a visionary. You're really good at starting things, but you need someone to finish things. So if you're below that threshold, I would say probably a strategic assistant with would probably be enough. But if you're above that and you're at the 500,000, I'm telling you, we have seen it over and over where they're able to find the fat, cut it out and bring that person in a little bit more of the strategic planner, operations type of person because they will help you with hiring the right people. They're going to help you. They're the ones that help you with basically identifying your core values, corporate identity, what you stand for, what you stand against. They're going to set, you know, your onboarding process in place, your training rhythms, your reporting modules, your delegation formula. These are the people are going to help you do that, you know, so it's a critical hire.

Yeah, I hired that person in the last year and one of the most beneficial things that this person has done for me, his name is Chris was. He sat me down, he basically cornered me one day and he's like, dude, I don't know who you want us to be in a year and you need to tell us. And I was like, oh, wow, that's really interesting. And he's like, I can build whatever company you want, but you have not put a stake in the ground and said, this is where we're going. And that conversation forced me to say, this is where we're going as a company and allowed him to start aligning hires and aligning direction to help us move in that direction. So now I'm free to do podcasts and advising and the things that are in my zone of genius.

And that's exactly what I mean, the who. You know, when you look at the who, you're clear on your why, Ryan. And so you bring in the who. And that who tells you, okay, we really need to be communicating the what. What is our strategy, what is our vision, you know, where is it that we're going? And so they help you with that. Even for you, they Help you get clarity on that. What? And so, like I said, the who is so important to have in there first, you know, for this 10x growth to happen.

And so once he forced you into, okay, where are we going?

What was it for you? What was the process of coming, you know, to the point of having a vision and articulating. Did he help in that process as well?

He was helpful, but that was my job, right? I mean, it was my job to go and say, this is where we're going as a company. And that wasn't something that came out like it didn't hit me like a lightning bolt. It was more like sliding into it. You get clear and you get clear and you get clear.

Yeah, but I had to kind of marinate.

Yeah, but I had to set that initial strategic direction. Now, you mentioned something about, you know, thinking and growing at that 10x level. And that's a popular idea that's thrown around a lot. And even I talk about it here on Freedom Fast Lane. But I want to hear it from your perspective. When you're coaching an entrepreneur, somebody who's at that half a million to a million dollar mark, when you're thinking about 10xing something. I know that when I work with entrepreneurs, a lot of resistance comes up about growing 10x. You know, if somebody is doing a million dollars and, and they're just, you know, they're, they're kind of still figuring it out if you throw, okay, now we're going to 10x this and think at $10 million. I've experienced a lot of resistance, come up with my clients and customers. Have you experienced the same thing and what do you do about it?

Yeah, absolutely. And the resistance comes from when you're at that point. That means you're probably working seven days a week, 10 to 12 hours a day, and you're basically at a ceiling of your capacity in terms of time, in terms of effort, in terms of energy, in terms just of, you know, mental emotional fortitude. Everything that it takes, you're up against a wall. And so thinking 10x means to you, oh my God, I have to basically 10x all of this crap in order to have 10x of more of the good stuff, you know what I mean? And so you're thinking of just basically amplifying that.

And adding. And so to think about 10x, you really need to be thinking about instead of adding. It's really an exercise in subtracting. And this is what I mean. For example, we have something called the X factor that we walk.

Our coaching clients through, which is basically an exercise in strategic innovation where you look at what are the bottlenecks in your business. Sometimes it's a sales process, sometimes it's the customer engagement, whatever it may be. But sometimes there's possibility for 10x growth just from solving the bottleneck in your business. For example, when we started, we started in real estate with Jack. We came here from Germany and Honduras respectively. Just two suitcases to our, you know, did the job thing well, got our masters, did the job thing, and then started, you know, dabbling in real estate. Decided we're going to do that full time. And so by the second year, we were doing 100 deals a year. We were wholesaling land and we were like, oh, my gosh, you know, we would love to grow 10x. How could we sell 1000 properties? But we were so exhausted that, you know, that that was inconceivable. And then we started thinking, okay, what is the bottleneck in our business right now? And we identified that the SAL process was it. It wasn't finding enough sellers to sell us our properties. How can we sell them fast enough so that we can sell a thousand? And so we came across, you know, the live auction concept where we could sell 250 properties each quarter. And then, you know, that gave us a nice structure rhythm and we were able to sell our 1,000 properties a year that we were looking to sell. So sometimes it's a bottleneck in your company, sometimes it's a bottleneck in your industry. And when there is a bottleneck in your industry, this really is key. Because when you identify that and you can solve that and make that the primary question that your business answers, you can really disrupt and become the market leader in whatever industry.

And that is all. Excited. Now, I got a thousand questions that I want to clarify. First of all, I just want to echo something that you said because I have experienced this full throttle, which is when I think about 10xing something, I immediately think of 10xing the junk, you know, all the bad stuff. I assume that that's going to be 10x if I 10x everything. Because there's this perception that if you're going to grow 10x, then it means 10xing what you are doing, rather than separating it. Say I'm going to 10x the business from an outsider's perspective.

Yeah, you're basically thinking about it. That you're gonna have to work to 10x with your existing skill set, with your existing set of issues and frustrations with you're bringing all this Heavy past with it when really 10xing requires that you become extremely, extremely light. So that's what I'm saying. It's not an exercising in adding, but it's an exercising in subtracting.

That is, that is just beautiful. Now you said this other thing and I, I want to go into this deep because this was really interesting. The idea of when your industry is the bottleneck, when there's a limited capacity in your industry, if you think about that, that's when you can disrupt the industry and become a business leader. That's a huge switching point for entrepreneurs. Could you clarify what you mean and then talk about how you walk an entrepreneur through that process? Because that's a big switch.

Yeah, yeah. So basically it's going through the exercise of just identifying that. And for example, in 2007 we decided that we wanted to pursue our freedom of purpose. We started online publishing company teaching people real estate and pretty much all our methods and techniques on how we go about investing in tax, delinquent real estate.

We went through the whole model of an introductory product, a home study course, seminars, coaching and whatever. What we identified is that within that real estate industry there's this incredible distrust that is perceived from the customer because they always feel like the gurus are not providing the entire package. We believe that every single course that we put out there is absolutely 100% complete and any go getter can go and do whatever, but that is the perception of people of the industry. So it was a trust thing for us. How that primary question and how to solve it came about. And so from there we recognize within our business right now we have a product line that is extremely lean, so extremely profitable because 10xing is not sometimes just revenue, but it's 10xing in profits.

And so we identified there's a product line here where we can really impact instead of, I don't know, 500 or 600 students a year, we could really impact 5,000 people every year.

And so you identify that product line as a result of seeing the bottleneck that the industry has and, and the perception that the industry has from your market, from your audience and basically go in and build that 10x and make that your biggest pumpkin. And now all your focus is devoted and all the resources to that one thing. So I don't know if that answers your question or basically gives an example so that it's a little bit more tangible for somebody out there listening as to how to go about the process.

But sometimes it's what I want to dive into. It What I want to understand is how do you get somebody to make that switch? And what are the questions that we can ask that get us to think about how we can disrupt our existing marketplace? And I'll give you an example. There's a large amount of listeners to Freedom Fast Lane who sell physical products on Amazon or that have information products that they sell. And in their mind, there's a limited capacity of what can be sold on those channels. There's a limited capacity to the demand in the marketplace. So we tend to plateau. And when there's a plateau, the natural reaction is, well, I guess I'll just start a different business so that I can grow an additional revenue stream that's not tied to this one, because I've maxed this one out. If you're saying that we can disrupt a marketplace by solving the bottlenecks of our industries, that means that there's infinite growth possible in a business. So when a business owner comes to you and they're like, well, I've really maxed out my market. I've really done all that I can do in my marketplace. I'm getting all the customers and what I've been doing, how do you get them to look at disrupting their industry so that they have a new place of growth where they can head toward?

So I think. So what we do is a series of questions. Like I said, it's basically asking what is the biggest bottleneck and why? And basically asking those two same questions over and over again until you come to the core of what it is, that deep seated issue that basically is affecting the industry right now. So when you think that you have asked those same two questions two times and you think you are deep enough, you're still not deep enough. Yeah. So you need to continue basically peeling the onion to get to the bottom of what it is.

That is basically preventing not just you, but everyone else out there from either selling more or selling a different quality of what you already do. So it's usually something that you're already doing that you're really good as a company.

As a team, or whatever it is that you're bringing to the marketplace. You're already doing what the solution for what the industry.

Is cap at. But basically you need to get to that core. And for us, like I said, it was trust. For some other people, it's, you know, customer engagement. For some other people.

It'S.

Yeah, there's, I guess.

I'm struggling here a little bit in terms of giving you like exact examples to try to, you know, Walk somebody through. So to make it tangible, because it's something where you basically need to get to the. To the core of why you think that is the bottleneck and.

Basically why. And if that why is not strong enough, you keep on it.

Let's massage this, Michelle. Let's massage the bit. Because so many entrepreneurs, especially those who listen to Freedom Fast Lane and a lot that I work with.

They'Re in a marketplace where they have done all that they feel they can do to maximize that market. Marketplace.

Yeah.

They don't know how to pivot and go bigger beyond that because they're addicted to the customers and cash flow that come from that one place.

Yeah.

Now, the industry is a thousand times bigger than what they've been tapping into. So their bottleneck is how they can get into the thousand times bigger marketplace rather than just competing with the next guy who's doing exactly the same thing that they're doing. So they. What they are doing is selling a product well, but where they spend the most time of their mental energy is defending off the people that could take their market share rather than thinking about, how can I get a piece of the rest of the industry, which is much, much bigger than what I have been doing? It's kind of like they're in the ocean, but they've got a little teacup and they're drinking. They're getting just little pieces of water at a time, and they don't know how to get the rest of the ocean.

So, for example, we just had one of our clients. She's a lady, and she's basically in technology. And for her, that. Aha. Or that breakthrough moment on how to think about disrupting the industry, or basically 10x impact. And 10x growth came about from basically thinking about partnerships, partnerships on a much larger scale, so that she could basically impact the women that she's trying to impact through technology. And basically.

Came to the conclusion that what she needed to do was basically find other big tech companies out there that are already on a mission also to empower women and basically partner with them so that her reach can be at a 10x level.

Got it.

That's another way to go about. It's sometimes basically, how can I reach? Is it through partnerships on a much larger kind of like what you're doing right now with Freedom Fast Lane, you're really partnering with people like Grant Cardone and the Shark, and so to really give you a 10x impact for your audience. So sometimes it's. It's. It's looking at it from that Perspective. Yeah.

Yeah. I mean that's, that's a hundred percent the case. You know, I, I tell the story about why we decided to do Freedom Fast Lane live and it's because my goal is to own the Cleveland Indians. I have to 10x my thinking if I'm going to get there because I am comfortable at about the 5 to 10 million dollar a year mark. But the idea of being at 50 to 100 million, I've got to do things completely differently. And the fastest way I know how to do that is to get around people who are already there, who are already doing that and getting some fresh ideas when it comes to thinking outside of my industry and how I can make a 10 times impact. So I think those strategic partnerships or those strategic connections are key to accelerating that 10x growth. What other keys in your experience make it easier or give people a different spin on how they've been doing things that give them that clear or that new area of growth where they can grow into and ultimately 10 times.

Sometimes when we are basically going through the what, which is the business simplifier, that's our third pillar for growth.

What we find is that when we have an entrepreneur lay down their process.

Usually the 10x growth, it kind of like jumps at you when you actually lay out the process. Sometimes.

There'S something that you're doing and how you're going about it that is not letting you either reach either in quality or in quantity, your market and your client or your largest check and so on. So that's another way that we have basically identified and that really comes to the bottleneck then within the, within the business. And it usually shows up when we lay out the genius process or when we go out through the genius process exercise, where we basically go and how does your business model work? How do you bring a person from here to here? And so right there we're able to see, okay, is it an issue of leveraging technology so that you can reach more people, setting structure rhythms for, for certain things so that they happen automatically with you having to think about it or with anyone in your team having to think about it and so on and so forth. So sometimes it comes out of that genius process exercise and discussion distilling that.

Well, Michelle, I know you work with a lot of entrepreneurs and you help those who are at that half a million dollar level scale and think 10x. And I know your husband Jack is going to be joining us at Freedom Fast Lane Live. Give us a little quick overview of how Ultimate Boardroom works and how People can get a hold of you or follow you.

Yeah. Okay. So the ultimate boardroom basically is looking at those four pillars. The why, which is the leader. Because if you think about it, you are, as an entrepreneur, spending most of your waking time in this. Going about the business of business building and the enterprise is a beautiful thing. It can really sculpt your spirit into the leader that you want to become.

And so we first look at that pillar where we basically help you identify the genius zone. What your strengths are, your modus operandis, what your purpose. What are your lifetime goals? When I talk about lifetime goals, these aren't goals of doing more stuff. These are basically goals of being.

And basically identify what is your ultimate growth goal. The one goal that if you were to go after that one, every other goal will fall into place.

The goal of it is to make it boring.

Yes. Yes. Because you want predictability and you want to make. Absolutely, yeah. And not just. Not just a system for. Within the business, Ryan, but because we started in real estate, also a system for constant asset allocation, for constantly looking at your business as a cash machine, from which, yeah, there will be a percentage that will go into growing the business and growing that pumpkin. But also a percentage needs to be consistently. There has to be a structured rhythm for it to consistently be basically allocated into something else. That if you decided, you know, or God forbid, the train ran you over tomorrow and you have a family, that your security plan is in place, that your comfort plan is in place, and what you're working on is usually the third one, which is your luxury plan. And that's why you're looking.

For the excitement of the next big thing, of that one biggest pumpkin that is gonna grow 10 eggs. But knowing that you have this safety net of the security and comfort plan in place, you know, and we talk.

About that here on Freedom Fast Lane. If you want more on that, we have a podcast called Investing for Long Term Cash Flow and Wealth. There's also some YouTube videos on the Freedom Fast Lane YouTube channel that cover that. And Michelle covers that inside of the Ultimate Boardroom as well. Michelle, thank you. Thank you so much for hanging out with us on Freedom Fast Lane and sharing some insights on how we can scale 10x keep on changing the world. And thanks for hanging out with us.

Thank you.

We have this idea as entrepreneurs that if we just make a certain amount of money, that will automatically be free. And what I have found is that we focus so much on that growth process that there is a lack of information of dialing that back and saying, okay, how do we actually get freedom out of this? Because most entrepreneurs I know who make half a million or a million dollars a year are working more than they'd like to be and more than the person working a 40 hour a week job. That ain't freedom in most cases because most entrepreneurs would like to have more time off and they'd like to be doing different things in their business. So it's very interesting to start changing the conversation and saying, okay, what, what do we need to, to start preparing for and what do we need to start having in place once we're at a certain level so that we can start having, having our lives back and having our businesses serve us. I have been what I call buying my life back in my businesses where we're automating a lot more, we're hiring a lot more. And it's, it's to free up me to live life how I want to live. And part of what that gives me is the, the freshness of mind in order to come back and really hit work, how it needs to be hit from that point of just the same type of aggressiveness as when I started. And I would not be able to do that if I wasn't building a team that supported that and supported that vision. So it was very interesting to hear Michelle talk about who you should have on your team when you get to that point or it starts to time to start automating your business and growing beyond where you are. If you like today's show, let's make this official. Head on over to itunes and hit subscribe so you don't miss any of the goodness. It also helps us get our message out to more people and spread our message of freedom and entrepreneurship to more people who want to be entrepreneurs or to grow their businesses. Hey, thanks so much for listening to Freedom Fast Lane. We are just days away from Freedom Fast Lane live here in Austin, Texas. Robert Herjavec from Shark Tank, Grant Cardone, who owns $350 million in real estate, the billionaire founder of Priceline.com Gary Vaynerchuk and a host of other worldly celebrated entrepreneurs are going to be joining us December 11th, 12th and 13th. If you don't have tickets yet, quit kidding around. Come join us in Austin. It will be worth your trip and 10 times more. You can get tickets over at freedom fastlane live.com thank you for listening to Freedom Fast Lane. We'll see you on the next show.