Richest Kid In Maine: How This 20-Year-Old Sells $450k/Month, Then Sold For $4 Million

We decided to launch new variations, new types of armbands, stuff like that, under the same listing to channel as many sales as possible and get as many reviews as possible to hedge ourself against the competition as much as possible under the same listing. You know what I mean? So we would push that risk away as much as possible before launching new products. And that snowballed very, very quickly.

You're listening to Freedom Fastlane, presented by capitalism.com. this is the show about building businesses and investing the profits so that you can live life on your terms. And now, your host, the future owner of the Cleveland Indians, Ryan Daniel Moran.

Sup, fastlaners? Hey, we're really gonna go into the fast lane today. Like hyper speed fast. Go quickly. Here we go. Strap in your seatbelts, folks. We're gonna be joined today by someone that I have lovingly dubbed the richest kid in Maine. His name is Jeremiah. And Jeremiah found me a few years ago. He found this podcast, the thing you're listening to right now. He found this while he was just selling random stuff on Amazon.com and he's like, maybe I can turn this into a real business. Fast forward a couple of years. He has built a couple of businesses. One of them is a line of fitness products called Tribe Fitness. Ironic. He calls it the Tribe. So he sells these fitness products. He has another brand of outdeer gear, which is like outdoor gear but with more deers. It's outdoor gear that is for adventurous living, and that's called roaming. So he's built one of these brands to over $400,000 a month in sales. And he has a deal in place at the time of this recording to sell for about $4 million. So in this episode, we're gonna break apart exactly how he got there. If any of you want to build and sell a company, this will be an intensive, if you will, of how to get off the ground as quickly as possible, when to make certain changes, and when he decided to go to market and take his payday. The kid is 20 years old. He found me when he was 17. So what the heck is your excuse? Listen, Jeremiah is about to get a big old payday. And our next move is going to be outlining how does he invest this so he literally never has to work ever. He just gets to focus on projects that he is excited about. That, that's freedom. That's what we're after. That's why this is the freedom fast lane. That's why we're out to make 100,000 people become DECA millionaires in my career, because that's when we're free and we get to get down to business and do amazing things in this world. Jeremiah is a backroom member. He has had incredible growth since he joined the backroom. If you are building a brand that you want to sell, at some point, you. You should get into the group, because we can help you sell for more money, and we can help you get to the level that you want to be. We can get you to stop kidding around and get you to this level where you're actually free. If you are grinding in your business, wondering when your payday is going to be, if you are watching your competitors pass you, if you are worried about changes in the marketplace, we can fix all that. So through relationships, through opportunities, through ideas, through partnerships, through retail distribution, through investing for cash flow, which is what we do in the back room. So you're gonna enjoy this episode with Jeremiah. You're gonna see the entire flow of what it looks like to start from scratch, even if you're not old enough to drink and then go get a big payday in a couple of years. We've done it a bunch of times, and we're gonna keep doing it, and I'd love to have you along for the ride. In the meantime, enjoy this episode with the rich Maine.

Hey, everybody.

Welcome to Freedom fast Lane. Today we're joined by the man that I have dubbed the richest kid in Maine, Jeremiah Clingman. Jeremiah. Has that name stuck yet? Are people calling you that on the street yet?

Not on the street. Not on the street.

Okay. We got to get you on some different streets, or I gotta say it louder and prouder. We're here with the richest kid in Maine, everybody. That name will stick now that it's been on Freedom Fast Lane. Hey, man, thanks for hanging out with us.

Yeah, absolutely. Pleasure to be on. Yeah.

Jeremiah. I've given you that nickname because you have just absolutely killed it in your business. And you're, like, 12. I know you've grown this to the multimillion dollar mark, and now you're under contract to be sold for a big payday, which is great, even though things aren't final yet. But would you talk a little bit about the products and how you differentiated them and why you think it grew so quickly?

Yeah, yeah, for sure. I guess I'll start with, like, differentiation. We utilize Amazon as a sales channel, and differentiating on Amazon, a pretty huge thing that has to be done. We kind of started off by literally just, like, adding random stuff in with it. We didn't really know what we were doing. You know, literally, we just, like, added, like, bundled items. You know what I mean? We started with a cell phone armb, and we were like, yeah, this will differentiate us moving forward. We realized, you know, we couldn't just differentiate in the marketing. We have to differentiate the actual product and add value. So we started redesigning it, and that's how we really started to hedge ourself against the competition. And because of that, you know, our reviews became better. We launched a million different variations of the product, funneling all the reviews into one conglomerate. It kind of made the snowball roll a lot faster in terms of conversion and sales.

At what level did the business get before you started thinking, maybe I've maximized this as much as I know how?

We were probably doing around 50 grand a month. And that was when we kind of realized we either need to change things up and treat it like a real business, or we could be phased out by other competition.

And you made the decision to start branding and repositioning the products at that point, correct?

Yeah.

What happened next?

Starting out, we didn't really realize that was what we were doing. We didn't have this, like, we just knew that that was what we needed to do. It wasn't like we had, like, a coach, although we were listening to all your podcasts and everything like that. That was a huge help. Starting out. It kind of snowballed from there. From all the extra reviews, the extra products. It kind of just rolled it all into itself. I don't know.

Well, you made the changes to the product, and you kind of doubled down on the business you had. What happened next? What happened to the business?

Well, the business definitely grew. It grew a tremendous amount. I want to say. We grew from, like, around 50 grand to around 200 grand a month in sales. Fairly quickly, it was kind of like we went over that hump. It started supporting itself a lot better. We were able to take a lot more money from it. We were able to start hedging ourselves away from the business, kind of getting out of our own way so the business could grow and we could automate things without burning out.

And eventually, what was the peak of the business? How good did it get at its peak?

I mean, around 450 grand a month.

Awesome. Congratulations. I want to ask you about going to market and getting ready to sell the company, and I'm going to put you on the spot and ask you what you sold the company for. But before we go there, I want to go in the opposite direction. Would you tell me, before you hit 50k a month, before you had the Tribe a brand, what were you doing before you were selling fitness products on the Internet?

Me and my business partner in Tribe, Johnny, who obviously, you know, we've known each other our whole lives. We kind of grew up together, and we've always had different entrepreneurial ventures together with whether it was like selling candy to the neighbor kids when we were, like, really young, and then in our. In our early teens. I remember Johnny called me up one day and was like, dude, I just sold a Zune on Amazon for, like, 75 bucks and. And sold in, like, 10 minutes. And he was amazed, and it blew his mind. And he was like, dude, there's so much opportunity online on the Internet. We need to capitalize on this. So we started just kind of doing the typical retail arbitrage, flipping. We'd go to, like, thrift stores and stuff and different, like, closeout stores. I remember there was a Sears closing out in town, and I went there and I bought, like, a Rock Band 3 for PlayStation 3, some special edition for, like, five bucks, and sold it for, like, $90 online. And it blew my mind. And we were hooked. So we did that for a while, and we eventually partnered up, and we were kind of. We're making good money, but it was. It was really hard to scale. We'd have to duplicate ourselves, you know, and it was an immense amount of shipping and always finding a new product. You know, it was. It was not consistent. The margins weren't as good as we'd hoped. You know, we were working with manufacturers overseas to get, like, generic products and stuff like that. But eventually it kind of naturally transitioned into private labeling.

So you had learned how to sell on Amazon, but you were just selling random stuff. And then you discovered some of our trainings, and you're like, wait, we could be intentional about this and have a real business. Is that right?

Exactly.

So was it then that you decided, hey, maybe we should take this a little bit more seriously? What happened next?

Yeah, so. And obviously, I mean, I was probably. I want to say, like, 17, maybe 18 at the time.

Oh, my goodness.

We had never done anything like that before. You know, the most money we'd ever made in our life was, like, maybe 50 grand a year, which we thought that was amazing, and it was great for at the time. But, like, we weren't really primed, like, the mindset to think bigger kind of thing, which has. You given us a huge help in doing that. At the time, we just were like, all right, this is what we're going to do. You know, we're definitely going to pursue this. So we started off, like I said, like we started off as a private label. We were following your teachings and everyone else's kind of private labelish teachings online. And we kind of eventually realized, and through your help as well, that building your own brand wins out in the end. The customers will find out if you have a crap product. If you genuinely add value to the customer, that wins hand over hand.

Hey guys, this is Ryan. We're going to take a quick break break and we'll return to the show in a second.

If you've been listening to the last few episodes of the show where we featured entrepreneurs who have crossed the seven figure mark and are on their way to eight figures, then you undoubtedly have heard us talk about the back room. The Backroom is a group mentoring program where we cast the vision for getting to $10 million a year and beyond and being ready to sell your company because ultimately that's where the big payday is going to come from. We also open up investment opportunities so that you can put your profits into places that give you more wealth and potentially more cash flow or even help you save on taxes. We have some pretty cool places where we put cash that give you sometimes all three. Plus you're in a room with people who are the best in the world at what they do. We bring in my team of advisors that help people get into retail. They help people clean up their systems, they help people clean up their books. They even help them reposition their companies so that they can be sold for more money. We also talk about what's working right now on Amazon and on other channels. But the focus of the group is on casting the vision to get to eight figures and beyond and clearing all bottlenecks that stand in your way while also opening up other opportunities for you to enjoy a life of freedom. Because that's what we're after here. We're not just after this to work hard and work 16 hours a day. We're doing this so that we can have freedom. And we get freedom by making enough money so that we can invest into places that allow us to never have to work again and then building empires with people that we love doing business with. And that's what we're doing inside of the back room. And I could also tell you that we're looking to buy and buy into some of our students businesses through something else that we're doing pretty cool in the back room, but I will save that for another day, because that is still in process. But if you have an idea that you're not sure how to bring to the marketplace, if you've got an audience that you know could be the fertile ground for a really profitable seven figure physical products brand, or if you're selling enough product to be able to say, you know, I could step on the gas here if you've got that million in sight, or you're beyond the million and you know that it's time to accelerate the process to get to that eight figure mark. Because you're playing the review game. You're, you're playing price wars. You're tired of sacrificing profit margins. You're working way too long for too little result. And you want to clear those bottlenecks so that you can grow faster and have a sellable company so one day you can have that ideal freedom lifestyle, we can help you inside of the back room. It's one of the more expensive things that we do. It's also the highest ROI thing that we do. So it is application only. You need to be ready for it and you need to be ready to move when you join. So you can go to freedomfastlane.com, click on backroom and, and see the application, see all the pricing details from there. Working with me one on one starts at about $100,000. Joining the back room is a little bit less than that. So just know going into it that it's a serious investment and it is only for people who either have funding, have sales, and are ready to go once they join. So if that's you, go over to freedomfastlane.com, click on the back room, and you'll see the application and full details.

So tell me about the early days.

When you were starting to sell products. I know you were private labeling before you did any branding. Were you guys excited? Frustrated. What were those first days like?

It's actually kind of funny. We originally, before we even started private labeling, like a month before our accounts got suspended on Amazon, it was like the biggest possible hurdle you could overcome that everyone's always terrified of. And it was literally like when we were, you know, listening to your podcasts, we realized, all right, private labeling is the way we're gonna go. We're gonna move forward with that. It was pretty terrifying, but pretty exciting. We found some products we were gonna sell. One of our original products was the cell phone armband that we still sell now. And then our account gets suspended on Amazon because of, like, you know, we were Doing arbitrage. So it was common for like an order defect rate to be too high and stuff like that. And so we had to figure out what to do at that point. We interviewed different friends and we were like, whose account can we use? Whose name can we use? We eventually realized that, well, we can just make a corporation and put it under that. And we did that to save our butts there initially. Starting after that, we really had no idea what we were doing, what we did to like our very first launch. And at the time, I don't know if they existed or not, but at the time I didn't know of any sort of like marketing service to use. But we built a Facebook audience per your recommendation years ago, actually, we built a Facebook audience that we thought was kind of generally the demographic of someone who would want an armband, a cell phone, arm band. And we probably spent like 700 bucks kind of building this audience. And then we had maybe a thousand likes on the Facebook page. And then we got the product into Amazon and then we made a post we said we were giving them away for free or giving them away for a dollar kind of thing. And we like boosted that post on our Facebook page. It got us like maybe 20, 30 sales in like an hour kind of thing. It was not very much, but it was just enough. And I remember I was freaking out. I called Johnny, I was screaming, I was like, oh my God, we're making sales. Even though we were losing money on every sale. But it was awesome. So that was, that was just enough to kind of get the ball rolling so we could, you know, work it from there.

It's so much fun, man. Like I just got excited butterflies for you. And I think you are recalling Zen active sports and my I love yoga page.

Yeah.

Which I literally, you know, I was just like you just experimenting with this thing. It, it turns out that this tish works. You know, you put a small audience together, you launch a brand to them and. And sales show up. Alright, so you started launching the product and I think it was just one product that took you to 50k. You can tell me if I'm wrong. You know, then you hit your roadblock of we've either got to go all in or we're gonna get swallowed up. So how did you grow beyond that 50k mark that took you to hundreds of thousands per month?

You know, there was a lot of decisions we had to make that were really tough. You know, I recall one decision. We had a product that was selling and selling well. It was selling maybe 400 grand a year kind of thing. I forget how much monthly it was. Just the quality was going down. We knew our reviews were going down. The people were contacting us, complaining about it was very hard to control quality, but it was making a lot of money. So we had to make a decision there to be either a private label and, you know, leave the product and when it sells out, we just cut it, you know what I mean? So when the reviews get too bad, we just cut it or we sacrifice it and move on to something that we can control better and grow from there. We ended up launching other products that were more easily controlled. And it was very big decision. It worked out well.

And so did you change anything at that point that really helped you get, you know, to that $200,000 and then $300,000 mark, or was it just a matter of releasing new products to the audience that had already been built up from the success of the first product?

Yeah, I mean, that definitely helped a lot. When we originally launched with the armband, it was. We could have gone in a bunch of different directions. We didn't know if we were going to be a cell phone accessories brand or like a tech brand or. So we decided the fitness company aspect, that kind of role, and we decided to launch all the products we could find that were like most commonly bought together and that's how we were going to build out the brand. And that worked very well. We were able to cross sell a lot. It definitely helped us a lot.

It helped you a lot?

What, just scale up the sales faster?

Yeah, I guess the way we grew it was very lean. I feel like most people in these spaces launch a product, they get it to, you know, 10, 30, 40k a month and then they launch another product. We kind of didn't have that vision. I guess we decided to kind of really capitalize on one market at a time and launch a very, very lean product line. So like, for example, we didn't launch another product after the armbands until we were probably doing 100 to 150k a month with the armbands. We decided to launch new variations, new types of armbands, stuff like that, under the same listing, to channel as many sales as possible and get as many reviews as possible to hedge ourself against the competition as much as possible under the same listing, you know what I mean? So we would push that risk away as much as possible before launching new products. And that snowballed very, very quickly as opposed to kind of leaving a product and moving on to Something else to start, something new.

So at age 17, you're selling random things on Amazon, making 50k a year. At like 18, you launch your first brand, get it to 50k a month, then you start to make a pivot. You grow, you double down on the branding. You invest in that brand. That takes you to 100. You start releasing more products. Takes you to 200. We're gonna get to the sale and all that good stuff. But this all sounds pretty good, Jeremiah, but I can't imagine that there weren't days that really kicked you in the teeth. Tell me about some of the hardest moments in taking a business at age 19 or 20 or however old you are, to 400k a month. What were some of the hardest days?

Definitely. Oh, there's definitely been some hard ones. I think probably one of the hardest was we had a product, and this is in a different brand, but it was around the same. The same timeline. This is like a two years ago. Ish. We had a product that was doing very, very well. You know, it was doing 200 grand a month. This one product, like literally one skew. It was pretty crazy. And it got suspended by Amazon. And we went from doing 200k a month to nothing. Literally nothing. And we had to either decide, okay, we're either gonna. Because this is under, like, this new brand kind of thing. We were like, this brand either gonna go bankrupt, you know what I mean? We're gonna either set up shop or we're gonna double down and, you know, we're gonna fix the problems, whatever that may be. So what we ended up having to do was literally Resku by hand, like ourselves. Resku, about 35,000 units. It took months. It was the biggest pain. It was a massive stress. But we did what we had to do and we got it done and it worked out. And that product's back up to the same revenue.

So that was one day. Tell me about another day that really sucked.

Let's see.

Trying to think what I'm hearing you say it's has been all roses and flowers.

You know, it's funny because I really enjoy what I do. You know, before I ever started a business like this, I wanted to go into specifically Internet marketing. And I can't say how much it's helped me so much. Like, I don't feel like I work a job. I feel like I do what I like to do. You know what I mean? I think that's a huge factor for a lot of people. I've seen a lot of people who aren't passionate about what they do fail because they're not passionate about it, you know, so it helps a lot being really passionate about it.

Hey, guys, this is Ryan. We're gonna take a quick break and we'll return to the show in a second.

I get a lot of questions about what I think of some of Tony Robbins investment strategies, especially the ones where he talks about assets that can go up in value over time, but don't participate in any downside. I don't agree with all of Tony's investment recommendations, but I do participate in investing in insurance, which is one of the things that he's describing in that strategy. Now, I want to give you a warning. When I went into that investment strategy, I got schmoozed over by a slick salesman. And I wish that I had used a sophisticated firm that was actually dedicated to that. That's why I had Wealth Point on the podcast recently. And I'd encourage you to go listen to that episode about infinite banking. Now, infinite banking isn't the proper term to describe what they do. They actually use a modified version which is called capital warehousing. But what it basically allows you to do is park cash like you would put it into a bank, participate in the growth of the market without participating in any downside, and you still get access to that capital so that you can put it into other investments. So if you've got money sitting on the sidelines, you might want to use capital warehousing as part of your strategy. So you can go over to gowealthpoint.com freedom to learn how the strategy works, or you can just listen to the episode that we had with Sam Prentice from wealthpoint here on the podcast. It's called how the Rich Use Infinite Banking for Tax Free Wealth.

You mentioned before that you have other brands besides Tribe and that you are working on other businesses. Would you tell me a little bit about those?

Yeah, for sure. So when we originally started, you know, we had no idea what we were doing. We were like, alright, we're gonna, this is easy. We're gonna launch a bunch of brands with all of our friends, our family, everything, you know. So I helped a few people start different brands. Then we realized, all right, this is a lot harder than it looks. If you want to get serious, it gets serious very quick. You gotta kind of double down and know what you're doing. About two years after we launched Tribe, my business partner now, Justin, Justin Ray, he came up to me one time and I didn't know him at the time. I knew of him but didn't know him. And he asked me what I do. He had a kind of a specific idea of what I did. And I was like, yeah, that's exactly what I do. And he was like, oh, I'll buy you coffee sometime. Let's talk about it. And I became a kind of consultant for his business. That's Rome, by the way. Rome brand. And we launched that about two and a half years ago. And that was. That was the brand that had the product that was doing like 200k and then dropped that. We had to rescue all the units of.

So you have the fitness brand and then roam. It sounds like you're kind of moving from grinding entrepreneur to mentor of other entrepreneurs. Is that kind of the model you're following next?

You know, I kind of was like that at a time and I do like that avenue, but at the same time, I mean, it's dollar on dollar return for me. And I'm passionate about Rome. I like where Rome is going. With the sale of tribe, it's kind of the perfect transition into being into Rome full time. I a equity owner of Rome this last year.

And what exactly is the Rome brand?

So Rome is like a outdoor adventure, lifestyle living brand. The products under it are to remove any inhibitants for you to kind of live your life uninhibited. I don't know if that makes sense. Yeah, totally.

And are you building out with. Is the process for launching Rome any different from how you built tribe?

Oh, yeah, very different. And it's part of the reason why I'm more passionate about roam at this point. There was a lot of mistakes we made in tribe. You know, with tribe, it's only ever been myself and my business partner Johnny. And we grew it very lean. We grew it, tried to make it as profitable as possible. We had like one employee at one point. It didn't work out, but like we just outsourced everything, automated everything, and that was great. You know, it made it so we didn't burn out as much as we already did. But I would have grown it differently if I started again. And that's what I'm doing with Rome. And that's why I'm kind of more excited about it. There was a point, I think around the 3,4 million dollar a year range for tribe. We were just completely burnt out. You know, everything we were doing was just putting out a fire, you know what I mean? And it would be like it was either me or Johnny. One of us would be like, all right, I can't do this anymore. You got to take over for a minute. I would double down and Johnny would disappear for a few weeks and then I would be like, all right, Johnny, I can't do this. I'm so burnt out. You got to take over. And he does it and I disappear for a month, you know, so I don't. I never wanted that to happen with Rome. Obviously that's not very healthy. It were. I mean, it worked out with Tribe, but like, I would rather grow it more healthy. We, you know, Rome is a bit smaller than tribe, but we have a full time employee now that helps take those things off our plate and I'm super happy about that. We focused on adding value and building a kind of a wider base of skus as well. We kind of just negating a bunch of the risks and problems that we knew would come once Rome grew up.

And you mentioned that you would do it a lot differently if you could do it all over again. What would you have done differently? Sounds like things have been just fine.

Things have been definitely just fine with tribe, but at the same time, there's a lot of mental stress, you know, when. When you start a business. So I would have built a team and hired in a full time employee very early on with Tribe if I would have done it again. I love automating. I think automating businesses and delegating is like the best thing ever. But at the same time, I would have done that to my own team instead of virtually, you know what I mean, to keep things in house, to control the process more and to grow faster, you know.

And so are you doing that on the roam brand? Are you hiring a team now? What does that look like and what has that shift been like to go from being a. Because I don't think you had any team members at tribe to building something that's more of an established business?

It's definitely different. I've never been a boss before per se, so it's a. It's a whole different learning curve, you know, but everything feels much more healthy. We grow a lot faster. Things get, you know, strategies we want to implement get done much quicker. You know, the design and branding and customer service and all of that, it's all being done more efficiently. The marketing is being done better instead of, I guess I should say, not that we did half ass anything we did as best we could, but instead of half assing something per se, it's getting everything done to 100% very efficiently.

And let's move over to the sale of the business because you've already started to build out the next part of your empire in this new business, this new brand, but you're exiting the one that has hit that four or five million dollars a year mark. So when did you decide to go to market and what was that process like?

It was actually. We were at a mastermind meeting last year, a year and a half ago, your mastermind. And one of the guys we met there, we were talking to him, he had sold his business and he, we were kind of just like chatting it up and he was saying, you know, if you're interested in selling your business, because we mentioned it, he was like, oh, I'll introduce you to our broker. And I was like, awesome, sounds great. So we talked with the broker. This is like early 2017. And they said, you know, yeah, this is what it would look like if you sold your business with your bottom line ebitda. This is how much you get for it, probably. And this is the whole process. And we were okay with that. It sounded pretty good. So we went to market early 2017, and we had a few buyers on the line. We don't get too excited until the checks in our hand kind of thing. But we had. So we talked with a million different buyers, you know, found some good fits, some found some people weren't so good. And we landed on this last buyer, I don't know, two months ago. And we're just finishing up the final, final steps now. Hopefully should be closed in a few weeks.

What price did you go to market at?

Around 4 million, I think.

So you're 21 now, I think, and you're about to sell a company for $4 million. Am I hearing this right?

Yeah, I mean, we settled a little. We're going around like 3.7 ish.

I just want you to know, first of all, congratulations. Although I found it really annoying when people congratulated me before I had a check in hand. But I will say, if this doesn't go how you want, I have an opportunity for you in one of the next roll ups in the back room that is looking, is looking pretty sweet. So if this one falls through, for whatever reason, I hope you get your $4 million check. But if it doesn't happen, I have some other sweet backup opportunities for you, Jeremiah. All right, so it's a little bit dangerous to give a 21 year old a few million bucks. So here's what I want to know. How big of an empire do you want to build moving forward?

Do you mean an empire in terms of revenue? In terms of Net worth or in terms of like legacy?

Well, first I'm gonna ask you about revenue and then I'm gonna ask you.

About legacy in terms of revenue. I guess I don't have a number in mind. You know, I've always been more of a marketing guy. You know, Johnny has always pushed me to think bigger and want more, which has been awesome. That's amazing. I'm definitely happy he did. But I don't have like a revenue number in mind of like how much money I want to make kind of thing. But I really enjoy what I do. So I'm going to keep building probably till the day I die.

And now the second question. When you look back on your life, what do you want your legacy to be?

You know, it's funny with kind of being thrown into stuff like this, I realized that the stuff I said I wouldn't do and couldn't fix, you know what I mean? Until I was quote unquote rich or until I could live the life, have more freedom, XYZ really have not changed, you know what I mean? Like, the excuses are the same. I could have changed anything I wanted when I didn't have money and now I do and I could change them the same. You know, the more important things in life, I would rather focus on those. I would, I want to make an impact on the world. So that's kind of the legacy I want to leave.

So a lot of people are going to hear this and be like, man, it must be nice to have started so early to be getting such a big check, to not have to worry about money ever again at such a young age. So I'd like for you to share. What do you think, if anything has been the key to your growth to have such a fast success curve in such a short amount of time?

I think honestly like the largest driving factor that made us more successful starting out and even just growing was focusing on only revenue generating tasks. I've seen people focus on logo design for six months, you know what I mean? I just think it's get out of your own way, you know what I mean? I think that was probably the biggest thing that helped us to literally just get out of our own way and stop thinking about stuff that's not making us money. It all comes down to bottom line numbers. So if it's making you money, whatever's working, keep doing it. And if it's not working, don't do it, you know what I mean? Or outsource it, you know, automate those and focus on what's working, and if it's not working, don't do it.

So how do you identify what is going to ultimately move the needle there and what you need to eliminate?

I think, like, focusing on, like, KPIs, you know, focusing on stuff that you know are going to. Is going to bring in more revenue. You know, whether that's launching new products or if you already have a product and it's doing well, but the market's much bigger. And you say, all right, if I put that on my Shopify store and start focusing on Facebook ads, that's where I can bring in more money. Or if you say, no, that's too much work. I don't know that game. Focus on building it out on Amazon, you know what I mean? Or focus on building it out on Walmart or something. Or whether it's like, launching new variations, capture more of the same market, or launching new products, you know what I mean? Or focusing on branding and designing the products better to get those reviews and get more reviews. Whatever is in everyone's business is a little different, but whatever is bringing in the revenue the fastest. I'd focus on that.

Yeah. Amen to that. All right, last question for you. What are you gonna do with the money and what's next for you?

I like the real estate game. I've been doing a bit of that. I've bought a few small apartment buildings the last two years. And I like mailbox money. You know, that's fun. I like that kind of thing. I'll move into that. I know we've made a lot of connections through, like, your. Your mastermind, the back room of, like, different ways to store wealth and save on taxes and stuff like that. Whether it's through, like, infinite banking or, like, the conservation easement or whatever, those kind of things take up my time, and I find them really enjoyable. So I'll do that for now. Cool.

Well, I will tell you this. Please do not invest any of that money before you give me a call. There are things I wish I would have done differently, but that is a podcast episode for another day.

Well, Jeremiah, I am so stoked for your growth and for your success. It's been a privilege to be a part of it and to see how this kid from Maine just comes out of nowhere and sets the world on fire. And the coolest thing is you're just getting started. We are just at the beginning. You have no idea how young you are. And I'm scared and excited at what you can do and what we can do together. And I Just want to say thank you for inspiring so many people. Keep it up, buddy.

Thank you. I really appreciate that. Thank you.

If you are listening to this and you're like, all right, I'm ready. Okay. I've been listening to this for a long time. I've got a brand that I want to grow, or I've got an idea that I want to go faster on and I'm ready to stop waiting on it. Or you're not sure how to bring your idea to the marketplace, but you know that it's a really big idea. I work with individuals and groups inside of the back room. We get together throughout the year to build an eight figure vision. And we get together to clear all bottlenecks that stand between you and your $10 million vision and being able to sell that company for passive, you know, so you can invest into wealth and passive income so that you don't have to work anymore. That's what our vision is. We're setting the foundation for you to build that eight figure business so that you've got the money to be able to live the ideal life that you want. And we've seen people do this in a handful of years, some people much faster. So if you want to work with the best in the world that are in this direction, it's inside the back room. I also do work with the groups hands on, in person as well as I bring my board of advisors, my team of people who will help in hiring, help getting into retail, help getting into licensing, help get your businesses into new opportunities that don't exist. To all the people who are just selling stuff on Amazon, we're also helping you get ready for sale through things like building systems, building teams, going to market, and we can even reposition companies so that you can sell for more money than you would do on your own. No one else does this except inside of the back room. While everybody else is wondering about how do I get 10 more reviews or how do I get one more spot in Amazon, we're talking about building and selling companies and getting worldwide distribution. So if you think you're a fit for this, the people who would be a fit for this are people who have big ambitions, people who want to sell a company at some point, people who are into investing, who love cash flow, who get excited about paying less taxes, the individuals who already have a product in the marketplace, but they're not moving as fast as they want, they're stuck at the million dollar level or even a little bit above the million dollar level, or they have funding and a big idea and they want to build it out as soon as it's possible. Or you've got a big rabid audience and you're not sure how to pull the right levers to be able to turn that into a multi million dollar business. I can help. These are the people that fit the best inside the back room. And we can partner you up with other individuals. We can give you the path and the relationships that will get you from this period where you got something to where you have a sellable scalable business and you can do whatever the heck you want once you get that big payday. All right, I'm clearly pumped after this chat with Jeremiah. I. I'm really proud of this success story. So if you want a story like that, head over to freedomfastlane.com, click on the application for the back room and we'll be in touch. Thanks for listening to the show. I thrive on this stuff. I just frickin love this stuff. So thank you for entertaining me and letting me do my life's work and I'll see you on the next episode.