Yanik Silver: Can Company Purpose Make You More Money?

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Hey, Fast laners. Ryan Daniel Moran here. Welcome to Freedom Fast Lane. Today we're going to be chatting with Yannick Silver. Yannick is one of the few people that I actually pay to hang out with. I'm part of his Maverick 1000 group, or as I mentioned on this podcast, the Yannick 1000 group. But anyway, Yannick is on Freedom Fast Lane today to talk about the evolved enterprise, which is his language for having essentially a purpose driven company. Now, I know that sounds hokey and in the air, but listen to me very closely. I don't think that a business has to do anything more than make money. I think by the very nature of a business existing and providing transactional value, you do a good thing in the world. It's a good thing for business to make a lot of money. I just know for me personally, when money becomes the only reason that a business exists, I tend to lose my happiness unless I have a business that is just for cash flow and that supports my lifestyle. While I have other businesses that make the impact that I want. For example, Look, I make 95% of my money from my physical products, brands and from the things that I invest in. I make very little from Freedom fast lane, from capitalism.com. as of right now, as of the time of this recording, I just reinvest most of that money into the business. I don't really bring home really anything. I don't even take a salary from it. But it's the message that I have that I want to drive out in the world. And I think the best way to do that is through a business. So Yannick and I talk a lot in this podcast about how do you structure your business to do more than just make money? Even though I think it's a good thing to make money, you reach this point at which once it's profitable, well, what do you do now? Do you sell it and do something else? This is why it's so intentional for you to have a good sense of what your life looks like once money is not holding you back. Because then you can decide, how do you structure your life? How do you structure your business to make the impact and give you the lifestyle that you want? And we talk about that a lot in this show with Yannick Silver. One thing I want to mention is I tried a new mic setup in this episode and it's one that I probably won't use again. But I am not the star of this podcast. Yannick is. So please forgive my sound and give your full attention to Mr. Yannick Silver.

Yannick, welcome to Freedom Fastlane. I've been looking forward to this. Thanks for hanging out with us.

Oh, absolutely. Hey, Ron.

So, Yannick, for those who aren't familiar, you know, I'm in your mastermind. I'm a Yannick1000 member. And what? Really? What'd you say?

I like it. A Yannick 1000 member.

Yeah. Rather than a Maverick 1000 member.

What has really fascinated me about your story has been kind of your evolution from just online business owner and the kind of one of the leaders of that movement, even to something much bigger. But for those who aren't familiar, I'd like to go back to what some would consider the heyday of when you had these big conferences and kind of the online community followed you and really saw you as one of the pioneers. Because I know that at least in my experience with some of that community, that there was always kind of a disconnect from what they showcased and what was really going on. And my suspicion is that may have led to some of where you are now, but I'd like for you to tell that story.

Yeah, absolutely. So just a quick sort of summary of where I've been and how I got here is literally in 2000, I woke up at 3 o' clock in the morning with this idea for something called instant sales letters and jumped out of bed, got to work on it, put it out there, and that turned into my first million dollar product. And within three months I was on track to do six figures. And pretty quickly people are like, whoa, how did you do that? Maybe you could share with me how you did that. And then that turned into this whole other world of helping other people take their own information content and sell it online from what I had been able to do. And that was good. All well and good. And then that turned into a couple other products and then the underground, like you mentioned. And it really. There was a moment approximately nine years ago and I looked at my life and I'm like, you know, am I really happy? Like, I called it this cosmic alarm clock, making a lot of money, helping a lot of people. You know, it felt really great. See someone at a conference and they'd be like, hey, you know, you've totally changed my life and you don't even know it or. And it was all good. But I really thought like there was something bigger I could do. And then that led me to this whole journey of this exploration of what Maverick was and now the pieces of Evolved Enterprise. And we can kind of dig into those if you want Yeah, I would.

But what was that like waking up and saying, am I really happy? And was there a cause for what you're alluding to as some unhappiness?

I don't think there's a cause necessarily. It was more of a general sort of feeling of not being in total alignment for the, you know, the Internet marketing space. I had a lot of great friends in there who were doing a lot of things with great integrity, but overall, the space was just not. It wasn't heading in the right direction of what I saw. And the more and more I was associated with that, like, it just felt like it felt off. Like, it didn't feel like, you know, that that's who. If someone's like, oh, there's Yannick Silver. You know, he's an Internet marketer, like, that just felt weird. It didn't feel like who I really was. And I truly felt like there's a bigger purpose to what I could do and work with entrepreneurs who wanted to make a great difference in the world and, as we say, make more, have more fun, and give more. And that came from a lot of journaling and reflection of, okay, what would make me happy. And originally, what that looked like was something called Maverick Business Adventures, which we'll go off on these amazing trips. Because I had a lot of friends who had not enough time but a lot of money, but they had to have a reason to go off and go do some cool things. That was the reason we do some business sessions in the middle of nowhere, and there might be a charity component around it. And I'm like, this sounds great. I'm so passionate about it. And about $400,000 in the Internet publishing company is paying the bills for it. My wife's like, what the hell are you doing? And that was a really interesting inflection point, right, Because I had lost my passion for the publishing side of things, the Internet marketing stuff that was supporting me and my family, this other business, essentially. And then this other business was heading in the complete wrong direction. And it forced me to look at, okay, what's my why? Like, is my why to build an adventure travel company, or is it something else? And I'm actually incredibly thankful for that sort of sideways movement in that company because it forced me to realize, okay, my why is not to build an adventure travel company. It's our mission now, as we say, it is changing the way business is played. And it really forced me to go back and come up with this eco verse of these interconnected companies and how things kind of come together between Maverick being a sandbox and the publishing side of things, and then this idea Factory piece. But it wouldn't have happened if we didn't go through some of that. And then, you know, I'm not gonna lie, it was. It was a pretty tough time where I could easily have gone back to the Internet marketing spot, but it wasn't like my heart wasn't into it. And it was a big leap of faith to say, okay, there's something here. Let's keep working at it.

I have several times in my career and I would even. I'd be willing to say I'm kind of in that spot as we're recording this, where there's a project you really care about, but something else pays the bills. And for me, I know I get really hard on myself during those times because I feel like there's a mission in me. There's something that I want to spread out to the world, but it is not yet on its own two legs. And when I'm in that spot, I have a really hard time.

I guess, giving myself credit because I haven't yet proven the concept. Am I alone in that, or did you go through some of that as well?

No, you definitely go through some of that. And a lot of sort of second guessing, like, okay, is this really what I should be doing? Wouldn't it be smart to go back to what's actually paying the bills? Wouldn't it be prudent to just do what, you know is, you know, you can keep turning the wheel here because you know how to make that work. But. But there's something that, like, if I call it again, this cosmic alarm clock, and it's really easy to hit snooze on it or just ignore it, and it's either going to come back in a bigger way or you're going to completely get passed over by it and you're going to wake up one day and be like, shit, I should have done something with, you know, what I really wanted to do, but I was too scared to do it. Or I took the safe road. And. And I believe that the universe sort of. It challenges you and then it rewards you for stepping up to the challenge. And it's like the harder decisions, you get rewarded for making those decisions that are in alignment. I love this alignment of your head, which is your business side of things, and your heart, which is, how do we want to make an impact in the world? And then a higher purpose even. How do we collectively serve the most people?

Gary Vaynerchuk Said at Freedom Fast Lane Live last year, he said, you know, if you've got something that you care about, but it's not your business, shame on you for not pivoting from the cash flow business into the something. You're using that to fund whatever it is that you really want to do. And I agree with him, but I also know it's a grind getting that bigger thing off the ground. So what did you do in order to. Most people don't ever make that pivot, Yamik. Most people stay comfortable in the cash flow doing whatever is making money. So what did you do to either expedite your switch or what did you do to maintain your happiness and your focus as you were going from where the cash was to the thing that you wanted to build?

Well, so I think that passion is a double edged sword. It's like if we allow. So in the position that I was in, I kind of had an open check and I'm like, okay, well, we'll just do this and we'll, you know, hire certain people before we're even ready for it. And just all these things that I never would have done in the first company because we're building it via bootstrapping. You know, I think I started the first online publishing business for maybe eighteen hundred dollars, might have been even less like it was. It was nothing out of a, out of a one bedroom apartment, grew that to about three and a half, four million at one point. And what I didn't do with the new one was I didn't give it the same criteria, the same, the same sort of box to play in. It was just kind of an open checkbook. And one of the rules, one of the books I had written a while back, which I still think is pertinent and probably even more so for me to go back and reread some of them. But it's called 34 Rules for Maverick Entrepreneurs. And one of the rules was bootstrapped because the only thing that excess capital does is it takes away creativity. Essentially.

When I didn't have that parameter of okay, we have 10,000 or 20,000 or 50,000 or whatever our budget was to make that thing work, it just kept going and kept going until I was literally forced to decide what is it going to take to actually look at this from a real business standpoint. And for me, it was my wife sort of knocking me on the head. And then also we sold my Aston Martin to pay for payroll at one point. And I'm like, what the hell? I mean, I was Just really, really annoyed at myself for letting it get to that point where I knew better and because I was sort of blinded by that passion. But then that forced me to look at, okay, what's the real business model here and what is it saying that it wants to become? And it wasn't an adventure travel company. It was a collective of entrepreneurs, and that's why it turned into Maverick 1000.

So what did you do to get that business then, to have the legs? In order for you to be able to build the type of business you want, obviously you had to pivot in some ways and get it profitable in order to make the impact you wanted. So what did those steps look like?

Deciding what is the business model here? And really looking at it from an actual pragmatic business standpoint. Not just, okay, this is. This is the project that I care so much about that we're going to get it going regardless.

It was time to make it stand on its own and had to prove its own worth at that point, because we were essentially running out of cash that I was willing to continue investing. We weren't broke by any stretch, but it wasn't any more cash that I was willing to put out there and continue letting it. Letting it suck up that cash because it was pretty easy to see that that business model wasn't. Wasn't working.

Do you think that you could have. And entrepreneurs as a whole can bring purpose into the thing that they're doing that's paying the bills, or do you think that it requires them to start something new and go through the same process that you and I have both gone through?

That's a great question. I think that you can for sure, and especially when you. When you really get down to what it was originally that you decided to start the company for. So if I look at pretty much everything that I've done, the essence has been really, really similar. It's been to help entrepreneurs to grow. Grow entrepreneurship. And so we're still doing the same thing, but just almost a different expression of it. And then when I was journaling and came up with the idea for Maverick Business Adventures, it was these three interconnected circles. A dollar sign, a happy face, and a heart. And. And where those intersected was what we call a maverick entrepreneur. And so that essence has always remained the same. Now it's just the expression of it has changed a little bit. And so if you dig down into, okay, why did you start your company originally? There's gonna be a why, which is the cause piece in evolved enterprise. And it's how we get our team aligned in a greater mission. It's how we get our customers to want to buy more and spread the message of what we're doing and how honestly it gets us motivated in a deeper way than just bey the money aspect or whatever else we see as in our business. So there's absolutely. I think you can do that. And at the same time there are many people who are going through that cosmic alarm clock moment and they're like, this is not my end all be all business. It's not a full expression of who I am. So I need to reinvent or I've outgrown where I currently am and I'm willing to to be uncomfortable for a little bit and go through that process.

Well, the storyline that I'm kind of kicking over in my head is that I think most entrepreneurs start their businesses because they want a better life and then they get the money and then they realize that they're chasing after money and then they either start a new business or they go into self development because they realize that the money didn't make them happy. And then there's like almost this crisis of meaning of what do I really want to bring to the world? Because I've figured out how to make money, but now I'm not having the life that I thought that I would. And I know for me, and I'd like to hear you comment on this, I know for me, I have found that once the money shows up, there's almost like two options. You can automate that business and build something else, or you can just make a clear distinction of what you want that business to be about. Then you have to kind of make that pivot within the business itself and say no to other opportunities and decide who you're serving and what difference you want to make in those customers lives. And in my experience, it's an equally difficult transition whether it's a new business or the existing businesses. But I don't think most people are willing to sacrifice the potential cash flow in their existing business to ever grow that up. But that's what it takes to go from a business that's doing $5 million to $50 million or make that big leap. I'd like to hear your thoughts on that.

I think it's all a. Yeah, I mean there's going to be a sacrifice either way, right? It's kind of like are you willing to sacrifice the short term for what is the long game like to go through a little bit of pain now in order to. To have a better spot later on, or are you going to continually be willing to sort of not have what you ideally want? I love the storyline that you're talking about. Like, the money part maybe was the initial driver. I remember thinking about one of my first goals was to get a Rolex watch, right? Like, this is very early on. And when I bought that watch, I'm like, okay, you know, it's cool. It's a great celebration. But it didn't tell time that well, surprisingly. And it's just like I stopped wearing it and then I gave it away. And an easy thing to do would be like, okay, well, I want the next thing, right? The next watch, the $10,000 watch, the $50,000 watch. And that's the same with either revenue goals or income goals or really anything you can be like, oh, well, that wasn't it. So let me add onto it and I'm going to the next thing is the real thing that's going to make me happy. And if we don't stop and think about, okay, what's the essence of what we truly want? It might not be the $10 million business or the $50 million business. It's the essence of it is maybe the freedom to do what you want, work on the projects that you want with the people that you want. And that doesn't require X amount in revenue. So there's a lot of ways of getting there. Again, it's like figuring out what's the essence of what we want to do.

You have spent more time than most people with Sir Richard Branson, as I understand it, and you have kind of seen front and center, somebody who lives that. That rare life of insanely successful, but also really happy. What have you learned from your time on that with Richard Branson?

So much. I mean, he's definitely been one of the biggest influences in my world and especially in business.

I've now, I don't know, maybe 11 weeks, 12 weeks with him. It's been a decent amount of time and there's a lot of lessons there. But I don't think a lot of people look at the success and they're like, of course he's happy because he's successful, and I think he's a really good person that truly lives that opposite. It's like you're happy, and then the success kind of continues to show up. And he. I mean, he takes his health incredibly seriously. Almost every morning, 7am he'll be up doing something, whether it's playing tennis or could be swimming around the island doing Some kiteboarding, whatever the case is. I think entrepreneurs buy and buy for the most part. We don't take care of ourselves as much as we could. And you need that switch. I remember talking to him and he's like, you know, there's definitely a track that goes off almost like when you're 40, is what he said, that you go one way or another. Like you really get serious about your health or you don't. And so that is really important because I think it cascades down to everything. It's like if we don't have the energy, if we don't have the stamina, I'm going to even call it self love. It doesn't. Then it's not going to show up for everything else in our world. It's like how we take care of ourselves. So that's one of the kind of small things I learned from him. Another thing was to make up your own rules. He's a huge, I mean, huge. You know, we're even like in literal things, we're playing pool together and kind of making up his own rules. And he's like taking the cue stick and like, you know, poking me in my upper leg as I'm making shots. And it's just, you know, all sorts of stuff. Like, so. So he totally makes up his own rules. And on his island, I mean, he's got lemurs there and flamingos and you name it. Like he's built his own, his own world. Like he made his own, his own rules. And so those are a couple things that maybe really stand out. He loves, you know, he'll say yes to stuff. I just spent time with him at this thing called the Strive Challenge, which is for him was a 30 day, all the way up at the top of Italy, going all the way down, human powered. They hiked through the Alps and then biked all the way down. And then when I joined them, it was for a triathlon portion of it. And that was an incredible challenge for him. But he said yes to it. And I know it's a significant growth opportunity. He continues to grow and learn. I mean, when we're in sessions together, he's got a notebook out, he's writing notes. I mean, it's really, it's really powerful to see that.

When you're on the other side of the transition, where you have the business that now is standing on its own and it's also representing what you want to do in the world, do you find yourself saying yes more often or no more often?

That is a good Question.

When I think when you're really clear in your alignment of what you stand for and what your mission is and what you're doing, you get more opportunities, especially bigger ones that start showing up. And so.

I've been saying yes, probably a little bit more and it's because. But I'm using that criteria of is it in alignment with where we're going? And even saying yes to some really interesting things that have come my way, invitations to groups and boards and things like that that can further the mission of our mission has changed the way business is played. And so if it's in alignment with that, I'm going to say yes and then figure out how to make that happen. It also forces me then to say no, to say smaller activities. And that's almost too trite, like for. And not smaller in a way that it's a slower impact. Yeah, yeah, yeah. Thank you.

I thought you were going to say no, meaning that you say no more often. But I guess if you're really clear on the criteria that's going to give you the impact that you want to make and those opportunities are showing up, then it allows you to say yes to what you want rather than just opportunity seeking all the time.

Yeah, it's been, it's been really, really interesting. And it's combination. It's definitely saying no as well, but it's. But it's saying no more like cutting and pruning has been more of the nose right now.

Tell me about Evolved Enterprise and why the heck you decided to write the book.

Yeah, Evolved Enterprise is. I really see this huge shift going on in business right now, and I think in the next four to seven years that if businesses don't have a core impact in what they're doing and apply many of these concepts in Evolved Enterprise, they're going to be at a competitive disadvantage. And I see it coming from the outside in and inside out. It's like outside in is buying criteria is changing, consumer behavior is changing where they are willing to pay more or even the same amount and switch brands for companies that have a mission and have a purpose to what they're doing. And then inside out is just one example, is millennials want to work for companies that have an impact to what they're doing and are willing to even work for less. So it's happening from both directions. And it's really exciting when a company, when big companies are kind of being upstaged by smaller startups that have almost zealots for customers because of the mission and what they're doing and how they're able to make an authentic impact in the world. And I truly think that businesses, I think you and I share this feeling, is that business has the greatest potential to be a leverage point to change the world in a true market based kind of value exchange, not in a guilt driven donation model.

The example that comes up for me in my mind is Whole Foods. I'm here in Austin. John Mackey, the founder of Whole Foods, is keynoting one of the days at Freedom Fast Lane Live. Whole Foods is kind of a central hangout here in town. And I go in knowing I'm gonna pay 30% more for whatever I buy. And people there work for 10, 12, $15 an hour, and they still line up to work there. So that's the example that comes up for me. When you think of an evolved enterprise that has more intent, that attracts that type of talent that is willing to work hard, sometimes for less, what are the examples that come up in your mind?

Whole Foods is a great one. And you know, I don't know if it was in Conscious capitalism or another book, but John had talked about in the very early days of Whole Foods, they had a devastating flood that happened when they only had one store. I don't know if you know the store. And they literally had the community, their customers come and help, you know, mop up, clean up, get everything ready so that they could be back in business. And that's like, to me, a perfect example of a company that is so much more than just a business that they have that kind of impact on their community. It's like, would anyone really care if, if you went out of business? And I talk about, for evolved enterprise, it's moving from a transactional model to a transformational model, to even transcending what business could be. And at the transactional model, it's pretty much just what it says. It's an exchange of one good for a value, and that's about it. Like an onion price versus another onion price. There's no real differentiation point or anything going on. And so if I had an onion company, no one's going to be out there cleaning up my factory if it went through a hardship like that. Because they probably don't care too much about my onions. But if I have Whole Foods, that just shows the level of engagement that's there.

That's one thing. They are a really good example of having core values that their team lives, that they show up in the community, that their customers know that there's something special that they're a part of and furthering this mission and the impact side of things. There's a book called Firms of Endearment that Whole Foods was also featured in maybe about 12, 13 years ago, and companies like Southwest Airlines and Container Store and a couple others. And they pitted them against their financial performance. So it sounds all well and good, but what's the actual bottom line? And so they pitted them against the S&P 500. And over a 12 year there was a very negligible difference. But over a 10 year period, it was like 1000 plus percent difference on return. And to me, that's what the essence of involved enterprise is about. It's not just let's make an impact and make a difference, but let's sacrifice our bottom line. Let's actually increase our bottom line because of all these factors and what might look at as an initial cost or to add more culture to what we're doing, or to add more benefits to our customers, or to give a portion of our revenue away or whatever it is like that actually improves our company. That's where it gets so exciting.

You know, all three examples that you just mentioned, Whole Foods, the Container Store and Southwest Airlines kind of sell commodities that most people think are price driven. You know, most, if you look at coconut oil, I could go to Trader Joe's or I could go to Whole Foods. I choose to go to Whole foods and pay 30% more for whatever reason. Southwest Airlines may or may not be the cheapest airfare, but I tend to choose them. I don't buy containers, so I don't shop at the Container Store. But a lot of people do choose the Container Store. Even though it's just a commodity. You can get that from anywhere. But what's interesting to me is that all three of those examples have a bigger mission and they have a rabid raving following as a result of that. And they all sell commodities. And a lot of people who listen to this show sell physical products and are selling commodities. And they're in price wars. They're playing the review game. If they're on Amazon and they're worried about selling the exact same thing as everyone else, and they might be doing really well, but they're at the mercy of the market. They're in it for the cash flow. They don't have a broader mission. They definitely don't have a raving fan base because if they stop selling jump ropes or whatever at nine bucks and somebody else sells them at seven, that really hurts their margin. What advice would you give to Someone who's in that. In that stage of business of how they could grow up and be able to make a bigger difference in the world and therefore make a bigger impact and have a better bottom line.

Yeah. So that's that continuum of trying to move up from transactional to even transformational. And at transformational, it's the identity of everyone that business touches changes. So Tom Shoes is a good example of this. Where they were. We have 11 different impact models in the book that I talk about, and one of them is buy one, give one. And Tom Shoes has, you buy a pair of shoes, they give away a pair of shoes to a child in need. And when I had the opportunity to interview Blake Mycosky, the founder, he would talk to me about 35 million pairs of shoes that they've given away. And as a byproduct, they've profitably sold 35 million pairs of shoes. So it became a really great, elegant selling story that customers could spread. Now, of course, if there's a lot of people who are e tailers and selling hundreds, maybe thousands of products that are all in different marketplaces and all sorts of things going on, you want to think about, okay, is there a maybe a central umbrella that we could have an impact around? So something that could say, okay, this is what we're doing that changes. Changes us from just being a $9 jump rope versus a $7 jump rope. Like, what is the. Could there be an impact piece that has changed? Is there a, a child charity? Is there something that we actually do care about and our customers would care about that would at the same time kind of differentiate what we're doing that we could bake into our product or service. And maybe it's also looking at, if there are so many goods that we're selling, maybe bundling them up in packages, not the goods themselves, but the bundling them up, the impact that we make. So if there's child related pieces, then there's one part that goes there goes there. If there's something else, it goes somewhere else. So that's one way of finding your cause is what would customers ultimately care about and what do they want to contribute to, essentially. But it also, you know, at some point you want to decide, you know, do I want to be a transactional company only? And that's fine because I'm willing to take just the cash flow and I'll use it for something else. Or is there a bigger, like, I love this idea of, imagine if you could take all your connections and network now and your talents and your business models and your know how and basically everything up until this point became baseline for what was next for you. What would that even look like? And that's where it gets really exciting.

I also very seriously take to heart some advice that I got from Dan Sullivan, which is simply that the thing people are most willing to pay for is experience. And you can always create a different customer experience which I think increases your profit margins, it increase your loyalty and it's the one thing that most other of your competitors can't mimic and they can't duplicate. So I always tell people who are in that spot to focus on customer experience in addition to having a cause bigger than yourself. Whether it's the impact you make for the customers or the impact that you make that's bigger than one person.

Yeah, for sure. I mean it's, it's like when I talk about aligning your head and your heart and that higher purpose, like the head is the business side of things. Like don't forget all the great business pieces that we want to use. It just accelerates what we're doing with an evolved enterprise. So that experience is absolutely critical. And that's one of the, one of the marketing smart things that we can do and you can almost. The lack of creativity is only going to get you so far. It's like we can even by having a small percentage differentiation, especially with an experience, you're going to be able to out market and out provide just really do something significantly different.

So tell us where people can find evolved enterprise. I know it's not available in most places, so tell us a little bit about it and where they can find. Find it.

Yeah, right now it's on the website evolvedenterprise.com where we're giving it away at cost and in full transparency. You can see what the printing cost is and what it costs for fulfillment and so forth. Because I look at these as seeds that we're planting to spread the message of evolved enterprise. And so you can pick it up there and then in a few months it'll be available in Amazon and all sorts of places. Because we actually just signed a book contract to get it out with a small business book publisher. So they're going to be taking that on and it'll be available in all sorts of places. But I recommend getting it now and actually starting to apply some of these principles because it's, you know, every moment that you wait is another moment that this trend continues to go forward. And it's a moment of just being at a competitive disadvantage. If you're not thinking about it and potentially being even, you know, not as happy as you could be with, with what is going on with a significant portion of your life. What for many people is their, their business and their, their entrepreneurial life.

Well, Yannick, it's my opinion that entrepreneurs are the key to changing just about everything that we all want to see changed in the world. Whether it's health care or poverty or food and water crises. I, I'm of the opinion that entrepreneurs are the way that we solve the world's problems. That we need as many entrepreneurs as possible and we need as many entrepreneurs tackling big problems and doing things bigger than themselves, making as much money as possible, having as many customers as possible. So thank you for being part of that movement, for lighting the fire under people to go bigger and to solve bigger problems. So thanks for hanging out with us and keep on changing the world. World Yannick.

Thanks, Ryan. I appreciate it. I echo your statement for sure.

If we look at this from a purely selfish standpoint and we look at what makes money and what brings you the most happiness and the most wealth, I believe that having a business that makes an impact and serves a very specific target market will reward you the most. Because you connect with customers who want to be a part of something. You have less price sensitivity. You get rallying audience behind you. You're worth more money as a company and ultimately it will make you happier. In my experience, to have a business that is in alignment with a mission. That's what I took away from this conversation with Jannik. And I'm of the opinion that businesses that make money are intrinsically good. Those that make an impact beyond just having good products that stand for something. Those are the ones that really break through. Those are the ones that really go beyond what most people think is possible. Those are the Toms shoes, those are the Quest Nutritions. Those are the companies that really end up putting their brand on the map. If you want the strategies from those companies so that you can take them and put them into your business, get your butt on a plane to Austin, Texas this December 9th, 10th and 11th for Freedom Fast Lane Live. If nothing else, come for the case study panel with Mike Dillard's new company. You're going to see that in live case study format. How they're taking this company from zero into the multi millions, launching profitably and then building the team around it to take it to $100 million. How they're gonna put organic food on the tables of every family in America and make a lot of money and a lot of impact in the process. And come for Peter Diamandis too, just because that's gonna be worth the trip alone. If nothing else comes for those two things. And then stick around for the investor panel so you can see where the economy is going in 2017 so that you can see what the best passive income strategies, wealth building strategies, and tax avoidance strategies are. If nothing else come for those three things. You can spend the rest of the time hanging out networking. We have structured networking dinners that allow you to meet people, to connect and help you grow from where you are to where you want to be. You'll leave with a whole new success network. If nothing else, just come for those three. Go to the structured networking dinners and then you can do whatever you want. Just find a way to get here. If it's not worth 10 times your investment, then I'll give you a high five and tell you to not come back because you missed something. Hey, I appreciate y'. All. Thanks so much for listening to Freedom Fast and I hope you enjoyed today's show. Hey, we always appreciate your reviews and your subscriptions on itunes. It costs you nothing, but it helps us rank higher so we can spread a message of pro capitalism, small government, and how entrepreneurs are the key to solving all the world's problems. I got your back. I'm rooting for you. Thanks for listening. Thanks for having my back and always supporting the show. It means a lot to me. I will talk to you soon. And thanks for listening to Freedom Fast Lane.