Not Ending This Stream Until I Give Away $1,000,000

I say on average. That means when we do our value equation math, you still 3x your profit by increasing by 25%. And this isn't even putting in place the other tools we can do with pricing. This is just one value change. We could do price anchoring, we could do good, best, better tiers, we could do no more discounting, we could do bundle tiers, we could charge for speed. Because what I don't think people realize is if you are an owner without a profit-making system and without a pricing system, you are subsidizing your customers with your own paycheck and calling it integrity. I often say to people using the Own or Be Owned system, you don't have a product problem, you have a pricing problem. And I can tell you lack confidence in what you do because of your prices. Give me a me if that's you in the chat. It's also how my LATAM businesses made more money than our biggest competitors in Latin American ETFs. It's how I got to $1 billion in assets under management. This is me way back in the day in 2014. The Own or Be Owned 12 profit levers, and in particular pricing, is how I scaled up laundromats without using venture capital. I just increased my prices. They're also how BizScout scaled to its first million in revenue. And it's also how contrarian thinking, the media side of the business, went from $0 to $31 million in revenue, not even including any of our operating companies. So I just want you to let this sink in for a second. You do not need followers. You do not need capital, you don't need new offers, you don't need to be a killer salesperson, I'm not, because we've only touched a few of the profit levers. Do you guys want me to keep sharing the sauce, is this good? Are you learning a bunch?

Yes.

All right, yes. Okay, so where are we? How do we use these profit levers to make you more money today? There's one profit lever that can change your business. And this own and beyond system works in any business that sells things. And I like to keep reiterating this because we all think that our businesses are super special Disney princesses and there is no other like it. When in reality, what do we know? Most businesses, they rhyme, even if they do not have the exact same ripple. So every one of these businesses has a goal, lifestyle, scale, or exit. When you know your goal, we can achieve it instead of trying to serve 3 masters and serving none. So I want to talk to a few types of business owners here. So cash flow versus cash suck business, or what I call a leaky bucket business, and an owner-dependent business. Let's look at these 3 problems. How many people here has a cash flow versus cash suck business? A business where you get paid first and you provide your product last. How many people in here have an owner-dependent business? A business that's really just a job, not a business. Everything runs through you. How about a leaky bucket business? A business that makes money, but you don't keep enough of it. Which one do you think you guys are in the chat? Drop it for me. We got a 1, we got a 2, we got a 3. I want to see it in the chat. Yeah, I see a lot of cash suck, a lot of owner dependent, a lot of leaky buckets. We got the full gamut. All right. Okay, how about how many of you run a professional services business? Accounting agencies, design. Put pro in the chat if this is your type of business and you All right, great. Got a bunch of you. So this professional service business I'm about to show you might be you because it was a pro service business with a leaky bucket. If you have a leaky bucket problem, dial in, really focus in right now. This is Heather. She runs an accounting firm. She first started working with us in 2025. Like most accounting firms, she started out first with a pricing problem. She charged $500 a month. She was 40 to 60% underpriced. And maybe that sounds okay. She was like, you know, doing good for the people. Except look at her customer acquisition cost. Really problematic. $101 per lead, only 1 in 10 close, $1,500 real cost per client. By the way, put in the chat for me how many of you guys know for sure what your customer acquisition cost is across channel. If not, that's okay. We've got a calculator for you to figure it out. Okay. This means it takes 3 months for her to break even. But like most services businesses, she had an expensive onboarding process, cost $300 in employee time. Lots of clients churned. That meant she burned a ton of cash actually acquiring and onboarding customers. So how do you fix that? Well, first we said $500 a month is cute. Cute is for Instagram Reels. Gonna increase, she's using the profit lever, or the pricing lever to increase the money she was leaving. $500, $1,000, $1,500. Then, using the pricing system, added an onboarding fee. That makes her clients pay her customer acquisition cost upfront. Cool, we gave her the system to do that. Then we added a 1 month free as a sweetener, and a 12 month signup commit. So zero customer acquisition cost, no churn for a year. Now she makes back her money in what?

1 year.

month 1. All right, cool. We've handled the pricing lever for her. Next, she had a bunch of people she said yes to because she needed the cash. How many of you guys have clients that you don't really like, or employees that you don't really like, or coworkers that you don't really like working with? She had what we call red flag or exhausting customers. So we did a persona analysis for it using Chapter 2 of the Own or Be Owned system. And using this system and all the tools, we realized specifically the persona of $500K+ in revenue, clean books, came by referral, not cold traffic, and was willing to pay $1,000 a month plus paid in 7 days was a perfect fit customer for her. So what'd we do? We got rid of the people that weren't that by putting in place a specific system. Mandatory autopay at signup. They don't want to autopay? Okay, great, not her customer. Add intake friction. A bunch of people apply, so she sees how messy their books are. If it's a mess, cool, she's going to charge for that mess up front. Both are wins. What do you think happened to her business, guys? $230K to 2x revenue profitably using just one profit lever. This accounting firm can now spend more to get customers and get paid back faster. You have 2 businesses in your business. You have the same employees, the same product, the same capital, but it's miserable. So we've got to change it. Now, how about, who here runs a home services business? Tell me if you run a home services business right now. And if that business has a cash flow or a cash suck process, this next one might be for you. This is Jack. Jack runs a landscaping business, but he had a big problem. He was doing great in revenue. Problem? Profit not so good. Anyone else here want to take home more money, not just have it show up in revenue? He basically needed his 10x customer and his profit model nailed. He was miserably busy. Anybody like this? But not making enough. He like literally didn't want more customers. I remember him being like, and stress about it. So he went to our profit system. His profit was broken. He spent $85 to $105 per lead. His close rate was 30%, and he sold $250 to $250 every other week on lawn care. But worse, he had to drive all around town servicing his customers. So he had dead leads, ads, drive time, and fuel. Which meant he was making more revenue but less profits. So we applied a profit and product model to his business. What happened? Well, he was going to kill his commercial business because he thought it was a distraction. At the time, he was about 20% commercial, 80% residential. Then he ran our operating system and he ran it chapter 4 on his business. And we asked, what is your most valuable client? What is your highest margin product? And if you don't know that, then we gotta figure it out. Once we figured it out, we realized, oh my God, his product is commercial, 'cause look how tightly clustered they are. All of his commercial customers are right next to each other. By the way, they had recurring revenue. Residential customers have way less. Also, their LTV, their lifetime value, how much you can charge them, was so much more. So we changed his persona. And we said, wait a second, if every business has a perfect fit product and persona who wants to pay you more, what is your actual job? To find him. And so we ran him through how to find your rich avatar. You see, you guys, your rich avatar, they typically want 5 things: scarcity, privacy, exclusivity, convenience, status. And he figured out his perfect fit customer so well that guess what happened? He sold his company. He always dreamed of selling, and then he did. Because he grew profit, he had growing revenue, he had recurring revenue, he had high LTV, and he had low CAC. So he went from a cash flow lifestyle business to an exit business. Imagine going from busy and broke to selling it with an owner be owned system. That's the power. Now I want to go through this third type of business. If you run an online business, put it in the chat for me. An online side hustle, whatever. Okay, cool. Now this next founder's problem was she had an owner dependency. Who has an owner-dependent business? All right. Maybe you're like her. You see how many of you love what you do, but maybe want to have a bit more freedom doing it? Like, love it. Okay, this owner loved her business. She worked way too much, and she had a major bump. You see, she realized she had to grow her business without her around as much. And the problem is her business grew by 2 to 3x every year and cost a lot to run. So it's not like she could just pull back, right? Just 100+ employees, you know, HQ space, Facebook costs, office space, but I couldn't just buckle down and work more. Like, I knew 5 years ago I wanted to get pregnant and actually, shocking, take time off. And I had become my biggest problem in my business. I had self-admittedly made myself miserable in my business. So I literally wrote this entire Profit Lever for you and for me. I had to go into the process Profit Lever. What I realized is that every system is designed to get the results it does. So if you're overworked right now, that's on you, sorry, and it was on me. I was the biggest issue in my business, I was the bottleneck. And so in business, what I found is there are 3 bottlenecks in every business. Decisions, what you're delivering, and direction, the 3 Ds. So I made myself do the 1-2-4 Challenge. What dies if I'm gone a week, 2 weeks, 4 weeks? Turns out, guys, a bunch of things died. I love it when people go, and nothing happened because I left and everybody worked just as hard. You guys know that's not true. Mario's like, I know they're not doing this hard without me.

Uh-uh.

And so I created something called the Standards Install, which is in the Profit Lover System. In here, it is every step of the way to create what we call standards with teeth. Every component has something that's visually obvious, baked into your people's workflow, and blocks progress. So I did the 1-2-4 Challenge. I implement the standards with teeth. Now I had to think about what I was doing that I didn't need to do at all. Here's a really hard truth. We run something called the CADO system— cut, automate, delegate, outsource. But I have to start here because I have a favorite story from Elon Musk, which is I had a moment in my business where I had created a bunch of SOPs, right? And then I said, hey, what's the process for using this standard operating procedure? And one of my employees was like, oh yeah, just check Notion. And so I did. I checked Notion. And the SOP was 112 pages long, you guys. Like, you don't need a Russian novel to send out an email. This is a true story. Then I opened our automation tool and nearly choked. We had hundreds of zaps firing back and forth across the company, like triggers on triggers. I almost pictured it like a nightmare extension cord backend system. And yet nothing was getting done. And I think about this story from Elon Musk because he basically over-automated his factory. To the point that at one point he realized, this is not working very well. So he went in, ripped out all of the robots, put big spray paint X's on them, and figured out what to cut first. And that's our Kato system, figuring out where in your business you are automated and SOP'd, but not making any fucking money. Can you guys give me a yes if you've felt that before? Yeah, I felt that too. Okay, so the problem is the only way you escape your business that you hate and your life and your employees is you stop explaining yourself all the time. Who here feels like your job is not actually CEO, it's Chief Repetition Officer and all you do is repeat yourself to other people all the time? Ask me how I know. Everything's totally fine, right? But you can actually see what happens pre-process here. This is literally a screenshot of my calendar. It was a nightmare. Post-process, less of a nightmare, except this week for book launch week. This week's a nightmare. And now, I'm not saying you should spend 13 weeks out of your office like I did. I'm not saying that's what most people wanna do. But I'm saying that you can. And the reason is because most businesses fail not because you run out of cash. It's because you give up, or you're tired, or you're over it. Life is going to happen to you. Babies are gonna happen to you. And the system will help your business or your career or your life or your team survive it. It's one of the only reasons I've been able to build company after company without killing myself. So you've gone through a few of the 12 profit levers today. And we've talked through 3 types of businesses. And we've shown the 3 main problems in businesses. And we've shown that no matter what your desired outcome is, the problem, the type, the owner be owned system works for you. And that brings us to today, to this book launch, to all the hundreds of thousands of you registered. It wasn't enough to just launch a book like this for me, to show somebody in front of a billboard in Times Square. Why did we do this? Because cataloging what I did wasn't enough. I wanted you to see all these other faces. I had to make sure that all I needed was my operating system, and that's all that you guys needed too. It's how I scaled Contrarian Thinking to the largest academy in the world. It's how BizCal grew so fast even when its competitors raised way more capital. And if you are lost, I just want you to know we got you. You go back to the Own to Be Owned system. You find the right product persona pricing and on and on. Because every business has a unique owner who wins more when you know yourself. So you have the archetypes. Every business has one of 3 goals. Every business has one of 3 problems, and every business has one, likely more, of 12 profit levers. And every one of these is solved by the own or be owned systems. In fact, this system was what allowed me to do something ridiculous today. It's kind of further proof of everything that I've just showed you guys here. I want to give away $200,000 of something I pay for every single year right now. What do you guys think? Does that sound like fun? Yeah, I feel like I should hear some fucking blowhorns. That's what I think. God bless. Okay, I want to give away for 2,000 of you live right now— put the faces on the back. Oh yeah, let's give away $100 in Replit credits and 3 months to build it to all these winners right here. The cost to you Zero. Zero. The cost to me, $200,000. And the coolest part, you can see who won right here and get it on your dashboard. Also, OXO really likes to dance. I don't dance on the internet. I don't believe in that, but he does. So if you have any questions about how you get the giveaways, don't worry, you'll get all the details at the end of the day, but I want you to know a bunch of you guys are getting them right here. So $250,000 I believe we've given away today thus far. Fuck yeah. And I want you to stay tuned because we actually might have CEOs of these billion-dollar companies coming on later because every time our owners spend time with us, you guys get paid. That is my goal here with you. Right, OXO? Yeah, let's give it another round of applause. Are you guys stoked to have a bunch of free AI credits?

Yes.

I love it. Okay, now, I really want to get into the next segment today. We've learned your strengths, owner score, your goals, your problems, the system, now we run them. My results will differ from yours, but you're gonna have all the playbooks, so let's hit this last one. Hard truth, guys, most businesses, They die by suicide, not homicide. To answer that, we need a business that grows profitably and sustainably with an owner-be-owned system. We learned you can use a value pricing equation, charge more, extra is pure profit. We learned better pricing means one accounting firm can get paid back 3x faster. We learned if you find the right fit customer, you make more money, like your customers more, because it's sucks to have customers you don't like. And we learned the right fit persona can increase your LTV with one product change. We learned you can free yourself by doing a bottleneck analysis, a standard install, a CADO, and that the owner-be-owned system works across all industries because heroics don't scale, systems do. Are you guys ready to stop being the hero? It's kind of exhausting anyways, and I think Superman's totally overrated. I would way rather just get caught from buildings all the time like Lois or whatever that chick's name is. I'm not sure I'm ready. All right, so tell me, can you guys see how it can help you go through life issues, problems with employees, no processes, bad products, customers you don't like, and all the kind of joys of being in business? And why this system is a skill worth having and maybe making every one of your employees have it too? And I think this is the big question. Do you want freedom or do you want to be the hero? Because here's what I don't want for you. No. I don't want you to just learn this today. I want you to give it to your coworkers, your employees, and anyone who can help you make money. Because people don't ask me to invest in their businesses and join our advisory programs because I'm a better operator in their sector. They come to scale their businesses, like all these people you've seen on here, to grow their businesses across industry and have businesses that don't own them, where genius isn't necessary. And so it's what I've built my entire holding company on. And now it's about to be yours. Do you want to steal my last 15 years? Are you ready to go make more money after today? Love this show section. Already rich. That's how we're going to be after today. So we've already given away $250,000 in real value. Little spoiler for some other stuff that's coming up later, which is kind of cool. And I want you to see— hopefully you're seeing show, don't tell. Like, have you guys ever had someone just give away a quarter of a million dollars in cash and prizes just for showing up to a live virtual call and starting to bet on yourself as a builder? No, they're always giving away like videos or something and then you're supposed to celebrate. It's like, no bitch, money. We're here for profits, that's what we want. And we are not even close to done yet. In fact, I think we should do another one right now. Should we give another giveaway right here?

No!

The horn is so ludicrous. Okay, this one is special to me. I wanna do something I've never done before, you guys, never done before. I'm gonna bring in 4 of you and your number 2 to my headquarters. We're gonna spend 2 days with me and my team at my headquarters breaking down exactly what your problems are. That's right, and we're going to have you sit right next to me like OXO is and learn from my team. Should we announce the winners so y'all can walk out like this guy?

What do we think?

Who wants to come to our headquarters and learn from us direct? I love it. Please, I need this. This is so cool. Yes, please. Okay, let me announce the winners. They are Alex Punsalan, David Fisher, Arlie Campo, and Kim Panteros. Let's give them a big round of applause. They can't actually walk out like this, but congratulations, you guys. So now we've given away $450K in real value live. You know, we're on our way to over a million bucks, so we're far from done. Do you guys feel like I'm keeping my promise to help you builders today?

Yeah.

Are you guys glad you showed up to this live?

Yes.

All right, let's go. Okay, we've got 750+ to go and maybe a surprise, but here's what I know. You guys don't need another year of information. You need to decide which side of the screen you'll be standing on one year from today, and you're starting to learn what usually takes owners years. You've been on here about an hour and you've had hundreds of thousands of dollars worth of knowledge started to be dropping in your head in actual cash. But what I realized is there is actually a right way and a wrong way to build a profitable business. And if you do it wrong, then there's a cost. You'll waste millions, you'll mess up your hires, you'll make tons of expensive failures, and more than anything else, you'll waste years of your life, which you guys don't have. So I swore I would make it easier for you. And now I'm going to break down exactly how to run these playbooks in your business. Action takers only, can I talk to you for a minute? I wanna see how you and I can go deeper together. Does that sound good to you guys? You guys now? All right, Lindsay, okay, Patrick, let's do it. We've never done anything like this before, and I'm likely never going to do it again. I want you guys to stop being the bottleneck, so here's what I'm gonna do. For the first time ever, I'm gonna break down and give you the Own or Be Owned system, which I categorize as if you wanna be terrifyingly consistent with zero mercy for the competition, you're going to want these 12 parts of the operating system. Part 1, split screen please, yep, perfect. Part 1, I want you to imagine something. You set higher prices in the next 30 days and your customers fucking thank you for it. it. I used to be terrible at increasing prices. I sold a year of my time for $99. You will skip my scars and never do that. You'll instead use our pricing model to raise prices all the way up to profit. And if you learn to price correctly and use the right tools to do it, you're going to make more money without having to sell more things. You're going to use our tools, playbooks, and scripts that have let me raise prices every year and have clients thank us for it. You're going to have a pricing playbook for every single step to make sure that you in your business never discount because owner beyond owners do not discount. You have a discount approval process, you have a price objection matrix, you have a live price increase migration. How do you upgrade your prices without anyone getting mad? How do you handle objections when they do? And how do you stop other people from lowering your prices, often including you? Owner be owned owners do not discount to close. We close with value. This is the first in the things I'm going to give you, my pricing playbook right here. This is used in every kind of company you can imagine. Now, part 2, imagine you get customers you love. They love your product, they follow your advice, they thank you for upselling them. That's the dream, right? That's what we all want. Most owners using our Owner Be Owned system don't know— not using our Owner Be Owned system don't know the same hour of your worth, of your work is worth 10x to the right buyer like it was to Jack and to Heather. So we're going to help you move through the perfect fit persona ladder and give you our exact system on how to uplevel your people. This is the same system that got us from our first $10 to then $20 million in revenue. We're gonna help you install a bunch of stuff, you guys. Let me show you. Your ICP brief, your perfect persona brief, so every campaign hits the right user. A lead qualification scorecard to determine which leads are the best. A referral engine SOP to run on all of your engagements because Pros only care about value. If you can make someone more, you can charge whatever you want. We're gonna give you the tools to do that. We're gonna help you figure out how do you price your product not at the market, but at the value you drive using our value-based pricing model and wallet share test from the Owner Be Owned system. Plug your prices in, get real feedback. So the second thing I'm going to give you is my persona playbook to find the customer so Perfect for you, they pay more, and they don't complain. They actually love it. And this is just you wait, only today, nowhere else but live to you on this live. Now, part 3. Imagine this. You understand your customer's problems so well, they eventually come looking for you. Because people don't pay to solve any problem. They pay when they step on the nail. The nail's just on the ground, nobody's calling. You step on the nail, what are you doing? You're calling the doctor. But most owners, they don't use the Owner Be Owned system, so they don't know there's 5 problems that never convert to money. You will know that because most owners pick a problem they like, not one that makes money. Instead, the Owner Be Owned playbook is going to teach you to find pain plus urgency plus receipts. Guys, those are the 3 things you need to make money. We're gonna give you 10 of our most detailed tools like a cost of delay calculator to help you make sure you price every deal right. Our problem analysis. This is whether you have an oxygen or a dessert business. Which one do you think you want? Oxygen.

Oxygen.

We're also gonna break down explicitly for you, do you have oxygen or dessert? And then how do you change your business to kill the products that are just dessert? The third thing I'm gonna give you right here, my entire problem playbook. So when you build your product, you build it for an audience so thirsty for water, when you give it to them, they'll pay you just about anything. Part 4, you build products so good marketing becomes secondary. I love this. So I don't want you to do what I did early on in business. This was dumb young Codie. I had 2,117 SKUs, aka products. I thought that was a really good idea. Anybody probably have too many things you shouldn't be selling? You're confusing your customers. You probably need to whittle it down because what you realize is it's actually just a distraction. You only want what your customer actually needs. And so if you were using our Owner and Beyond system, I would be finding your 20% products that drive 80% of your profits. We'd run this across our grade ledger to make sure that you get every single product you add as the right type of product. Making sure that when you have product, it leads to profits. 48-hour onboarding flow to make sure that when you have new products, everybody also knows what to do with them. And 10 other CT insider tools that typically I only use for our portfolio companies. So the 4th thing I'm going to give you, my entire product playbook. How to build products so good you don't have to kill them later. They serve the customer that you want. Now part 5. You make profits each month, pay yourself more, and grow. We had an owner who was growing like crazy. Really cool, right? Not so much. Every dollar they booked cost them about $1.75 in revenue. They died in a year, guys. He wasn't running this system, so he didn't know that growth eats cash before it makes cash. So he floated materials and installs and realized that in his business, he was getting paid too slowly and paying too fast. How many of you guys have this type of business right now? I see that, I feel this pain. You're going to use our variance system to change this and count the days between paying for a job and getting paid for it, or what I call the 30-day cash gap test. You're going to see how to build dashboards to measure every aspect of the company, so you can see where you're winning or losing with cash quickly. Using the Owner Be Owned system, you're going to figure out how to get money from your customers up front through 15 different mechanisms that we have. The 5th thing I'm going to give you, my entire profit playbook, so you stop working harder, but having less in your bank account at the end of the day. All right, this one was me for a long time. How many of you guys need this one? Anyone need to close more leads? I had one business with a 9% close rate. Kill me. We were leaking leads everywhere, closing nothing. It was miserable. If those 9% went badly, everything could fall apart. I realized our sales team had one big problem. They're a bunch of cowboys with no proof or processes. So I created what's called a proof letter, a tiered system for showing what you do that is so good, it makes people feel silly for doubting you. I don't know if you've noticed, but have you seen the 67 times I've showed you proof on today? Proof from our members, proof from our people, proof from our businesses. You're gonna get a proof vault to do this yourself. How do you get to a 40% close rate? Proof so good people feel dumb doubting you. Process so specific it's undeniable. Now we have teams of people who close for us across all of our businesses. thousands of people a month. You'll get our entire process for target— for tagging our calls to review a close rate dashboard, to track all your winners or not, a rep certification rubric, and a drill set. How do you close versus the industry? What's your best salesperson? I love this one. You can see what your close rate is, what your industry is, what your gap is, how much cash you're leaving on the table. Look, you closed 44%. That's a lot. under the 60% your industry closes. Wow, we better fix this, right? If you weren't closing what you want, you're going to love this one. Every time my businesses have a problem in sales, it's always because my pitch and proof process is not being used. That is not going to be you. So the 6th thing I'm going to give you, my entire pitch playbook, how to stack proof, create sales enablement, monitor and oversee sales teams, So you don't have to sell everything, 'cause that's so fucking miserable. Part 7, you get the perfect fit hire when you need it, and you incentivize them, you can afford them, and they take things off your plate that you hate. How many people want this? I don't want you to do what I did. This is a real spreadsheet, look at this. I spent $420,000 on recruiters in 6 months. You get to steal all my hiring knowledge without a $420K price tag, so that you You get your Bobby, your Chris, your Mark, your right hand, but you use our tools to hire the right people, not the right now people. You can use our Own and Be Owned system org chart creator. Then you'd have it correctly done every time. Look at this. You just plug in your names, drop a spreadsheet, upload your roster, and we'll tell you who looks like they are missing in your org and whether the business is too dependent on you. Then we'll stack rank you. Because there is a right way and a wrong way to hire people. I've done it wrong many times. You either find A-players better than you or you surround yourself with expensive hires you end up regretting. But here's what I promise you. You are one person away from a totally different company or team if you use the owner be owned system. So the 7th thing I'm gonna give you, my entire people playbook. Which side is it on? This side. How to handle every single step so that the next tier that you have is so good all you wanna do is clone them. Part 8, you get so many leads you don't even know what to do with them. Now you know how to close them, now you got people to fulfill them, now you need more leads. We grew at CT for 2 years with $0 in funding and zero ads. You're going to become your own ad engine, your own lead machine. You're gonna get our entire playbook for diversifying your reliance on ads every single month, all while using our own system to make your ads easier and tracking them easier. You'll use content, emails, the right funnel, conversion copy, and get more leads than you know what to do with. How do we produce that more than 225 pieces of content a month I told you about? And I just check my phone to do it. This is real. This is a screenshot of what you will get. How do we determine which platforms work and what we need to spend more on? Look at this. This one's so good. What about our tracker on organic versus inorganic leads? What you are versus your industry, where you sit, and and how do you change it? This is what happens when you use an own-or-be-owned system that makes leads repeatable. You aren't pushing the water wheel yourself. I'm gonna give you, as the 9th, as the 8th thing, I'm going to give you my entire promotion playbook, how to go viral, convert viewers to customers, build your own media company, and grow continuously, part 9. Next one is for you if the problem you're struggling with is you own every task, even the dumb ones in your business. Is that anybody here? You're not alone. You're so— This is how we track what's going on in every single aspect of our business. Make sure you know if projects are on track or not. A deep dive of any project. For instance, this is how our podcast became a top 10 business podcast, week in, week out. How about how the team runs projects against the business? How about how SOPs are done so you don't have 112-page SOPs? Nightmare. You're gonna get our exact breakdowns of how we run every single leadership meeting at a $100 million company. I love this one. Look at this, this is a real countdown clock. You run it during your meetings. It has the profit levers in it to see if your meetings are actually profitable or not, and who is wasting your time in the meeting. This one's fun. So the 9th thing I'm gonna give you, my entire process playbook. How to not do everything and not stay handcuffed to your business. 10, how do you remove yourself as the bottleneck from your business? How do you make you and all your leaders more efficient and higher producing, or what I call the ROI formula for operators? How do you run that same system Jimmy ran as the bottleneck? I'm going to give you our point of failure audit. I'm going to give you our concentration risk calculator so you can see how much your business hangs off a single customer. Chain supplier. Look at this. How do you know in your business right now that you actually have a bunch of risk you can't even see versus your industry? So the 10th thing I'm going to give you my entire predicament playbook: how to exit gracefully, create a business that isn't miserable, and live while you earn. But after working with thousands of owners, what is the number one thing I see wrong in their business? You don't know what kind of business. business you want to run with. With the owner be owned system, your entire team can have the clarity that they need. If you don't do this, you'll never fully dominate in the area you want. I want you to figure out how to scale without you as the bottleneck. I want you to figure out a lifestyle, a scale, or a sell business. I want you to be like Justin, who got $2 million in profit in his business, was home by 5 PM, because he stopped trying to scale. Steven, Rezzy Brands, he wanted a rocket ship, chose the chaos. Cell, Brian, bailing water in a copycat market, sold for 8 figures, sanity intact. All successful, all unique. So the 11th thing I'm going to give you, my entire path playbook. How to pick your right business journey so you win more consistently without trying to ride 2 horses with one ass. I'm no cowboy, but I don't think that's a good idea. Part 12, how do you get it ready to sell? Does anybody here want to sell their business, or maybe you just want to be less involved? A little bit of a tough story, like, I almost didn't make it to being pregnant. I'm really happy I am, but I let my business run my personal life, and I kept pushing off today for one day, and that one day in one year turned into 5, and it honestly took me putting into place this system for me to get comfortable being pregnant. Pregnant. Traveling, enjoying the world. And in fact, like, this study really messed me up. A hospice nurse spent 8 years asking the dying what they regretted. Look at this red box. Every single man she nursed, not most, everyone, said, I wish I hadn't worked so hard. So I actually sold a couple businesses. I turned another into a cash flow business I could take 7 figures from a year. And I took zero from another that we're scaling. I used these CEO SOPs to make sure my admin makes my life easier, simpler, faster. Now you get them. Then I started putting in place all these teams to run the businesses I didn't want to and sell them for a higher valuation. Like, listen, you didn't build this business to be needed. You built it to be free. And I think the hard truth, who knows, that to be free you need to take action. So let's make you free. You get all 12 of these. It would have saved me 20 years of pain and struggle. It will absolutely make you dangerous in business. But I want to show you something. I didn't want to give you a bunch of playbooks. You don't need more books. This had to be technology. It had to have everything in it you want based on 15 years building across your industry. I didn't want you to have all these things to share. I wanted you to have a system you could use every day and so could your team. So I'm actually giving you everything in my Own or Be Owned tool library. These are just 1/5 of what you can see. The pricing matrix, the protect scorecard, the rocks tracker, the org chart, the seat map, the weeks of cash flow analysis with the tools to actually download. Make your own. I want you to steal my homework and give it to your team. Okay, and then before I get to the cool part, don't you kinda wish, like we've been through this fast today, don't you kinda wish that we could go through all of this live together? Wouldn't that be fun if it was like me and you live? Well, we're actually gonna do 2 implementation calls with you and your team. And because we know if we can get you to implement these systems, and then if you have a team, your team, you'll win. We're gonna do a 1.5-day virtual implementation workshop, all of us together. How sick is that? But that's actually not all. I thought about how to get you here. $1 million in cash and prizes. We've given out, what, $450K or something like that in real money so far? But if you think I'm done with giveaways, you're wrong. The next one's gonna be worth multiple 6 figures. The first one. First, you guys, I want you to put your Santa hats on, right? I've been giving away stuff all day. I want you to help some really unique people on this call. So I don't know if you had a moment like this, but the first business book I ever read was a hand-me-down. And it opened up my eyes to an entirely new world that I didn't know existed because I didn't have business mentors to help me. You know, I didn't have anybody that wanted to talk about financing or would tell me their secrets or give me their systems or their tools. In fact, nobody really that I knew even made millions of dollars. And so this part is for the action takers, the pros, and the serious people. Can I holler at you for a minute? I want you to help the next generation. Look at my little man in a Pink's uniform, one of the companies that we own part of. I'm gonna ask you to help thousands of current and aspiring entrepreneurs and help you make more money to relentless effect while we do it. This is super cool. Look at this. All these organizations, these are just some of the ones we're supporting today. So in addition to everything we've talked about, I'm going to give you the book plus 126 copies to donate, to give to your team, tax write-off. Why 127? Because we've been on for about 2 hours. Do you know this statistic? Every 2 hours, about 127 American businesses close forever. 127. So my idea is you can save 127 businesses, you can help 127 owners, you can inspire the next generation, and you can get them the book that helped make 1,600 business owners more money and scale. So the last thing that I'm going to be give you, Neil, is I want to give you the chance to donate 127 books. Listen, you can keep them. You can give them to the active-duty military that we've partnered with to have a shot at their first business. You can give them to a group of high school kids in rural Kentucky to learn entrepreneurship who live outside the mines. You can sponsor a class of students at UT, at Duke, at Georgia. You can help ex-SEALs grow their first business. And the cool part is you get a code for every book so you can get them You can have them sent to you, you can give them to your team so they become so good you won't even have to handle them, you can give them away, or we'll do it for you. And then obviously you gotta talk to your tax advisor, but the write-off options are likely a tax write-off. Now, you also get the entire owner score, so you can figure out your archetype and your entire team's for free. And because we believe in being unreasonably helpful, for everyone who joins us I got you something else. You might be thinking, I can't wait to implement all this. I want this system, but I'm still strapped for cash. Don't worry. That's what your new capital concierge is for. We have a specialist who will help you access capital, assess whether you're paying too much for it, and figure out how to get more capital or loans. He's helped multiple of our people, like one of our members here, change their capital stack to decrease a crazy interest rate and make sure that they spend less over the course of the year. $65,000 in additional capital for this business. And Adner's response was, oh shit, is this for real? Yes, it is, Adner. So today, 12 profit lever playbooks, 12 profit lever dashboards, the owner score diagnostic.

Amazing.

I like visuals, don't you? This is the YouTuber in me these days. So we've got 12 profit lever playbooks, 12 profit lever dashboard. We've got owner score diagnosis. We got 127 copies of Own or Be Owned. We've got custom tools for each playbook, 2 live implementation calls with yours truly plus my team, access to a concierge load broker, and then a 1.5-day virtual workshop with me. So then you're gonna go, well, what is the price? And right now is usually when somebody starts doing what's called an offer stack. So they show you like, hey, I charged somebody $100K for my promotion playbook, which is true. Or I paid $420K in recruiters' fees to teach you the things I'm giving you in the People Playbook, also true. And so people put up this like really big offer stack and then they say, all of this is worth blah, right? And I'm just like not gonna do that, 'cause 'Cause we're different. What I think instead is that you should have a proof ladder. I keep telling you that, right? So I've built my companies and all the capital that I have on these 12 profit levers. That's my proof ladder. Now you gotta ask yourself, how much is 2 to 3x of your profit worth? Your freedom, your decreased pain, what is that worth to you? Wouldn't it be worth at least the price of an MBA like a bunch of these people who've run OwnerBeOwned said? Wouldn't it be worth at least $10K? Because I get tons of messages like this from Zane. Dang, highest sales month. Cool. If the system helped you increase prices 2% on $500K, improve conversion 1% across a $2 million pipe, add a $1,000 monthly upsell, keep one customer from leaving, recover 5 owner hours weekly, reduce vendor costs 2% on $500K of spend, Collect $30,000 faster on $1 million in sales. I love this one. We do it so often. Prevent one bad hire, bad promotion, or bad product launch. If all Own or Be Owned system does is allow you to have an incredible month, have an incredible year, not lose a customer, wouldn't it be worth more than 6 figures? But I'm not gonna do that. You could spend $95K at Harvard. Please don't. You could spend more than $150K hiring a growth leader and still have to put together an operating system. But I'm not gonna charge you $100K. I'm actually not gonna ask for a big 6-figure price. I'm not gonna ask for a mid-price. I'm not gonna ask for $10,997. I'm gonna give you what only our companies usually get. And I'm gonna do it for something I have never done before and will never do again, 'cause this is so much fucking work. And what it gives you, I believe, will change your business forever if you do it right. I'm gonna give you everything you need to run your business profitably, and I'm gonna do it for $5,997. This is what I call an event-only offer. Why? 'Cause I'm doing something else unhinged, you guys. I actually did a custom deal to figure out how to leave no one behind You can use our financing partner and get all of this for as little as $229 a month, which, let me tell you, my president was having to negotiate with people to do this. You can do as little as $229 a month. Why? Because I realized that's about the average amount a small business owner loses by just missing one phone call. I'm going to give you that Friday phone call back. And if you want to do this on this live event only, All you do is go to your dashboard. You click the Get Own or Be Owned system. We make it Codie-proof, 'cause I'm not very good at tech. To pay in full, you can click here. Just credit card, click. If you want a zero-interest payment, as low as $499 a month, you click here. If you want a payment plan, as low as $229 a month, you click here. And if you have issues with your card, we built a whole team for you. You can go to your dashboard, click on Speak to a Program Advisor, and if you have problems with credit cards or pricing or any issues having it go through, you can click here. Because here's the truth. I'm never going to do this again because book launches are a lot of work and it's a lot more profitable to run your businesses consistently. But I appreciate every single one of you so much for being here. Just so you know, when this event ends, this is only for you guys. You're never gonna see this offer again. And the reason is because I believe that those who move fast and those who show up should win, as evidenced by the fact that we've given away so much money today. But this isn't, you know, $6,000 worth of books. It's not just the playbooks and implementation workshop. From my heart to yours, this This is the company-wide profit system delivered. And here's what I've realized. We're coming up to the end of the year, right? The year is closing. This is your shot. This is the 12 profit lever pyramid that I wish that I had. And then coolly, we get to play the bank. So, you know, our partner gets to do everything we've talked about, but for as little as $229 a month. Okay, the last kind of 2 things I want to talk about on this part are To make this as easy as possible, if you're on YouTube, Instagram, TikTok, anywhere else but not on here, you can't get this. You have to go to ownerbook.com. You got to get on the live. Then you can go to your dashboard and you can click this big green button right here. You can select these payment providers and we can find the few of you who are action takers in a world of procrastinators and talkers. Now this is also kind of cool. I thought I'd like show something behind the curtain. You guys want to see something behind the curtain while we buy? So this owner-be-owned system is only available during the launch live window, right? And you might be like, why? Well, I don't know if you know this, but I started my own publishing company, Contrarian Thinking Press. My first book was a New York Times bestseller, but I realized how little I could do with an outdated system, kind of like we're talking about here, aka traditional publishing. So I read my own profit chapter. I implemented the profit system in my own business. And I realized I can't— I couldn't pay millions to get you here or give a million away and give you a bundled offer like this if I wasn't profit-focused. Because look at these margins. This is what the actual profit margins are in publishing, 10 to 15%. So instead, I decided to not take the 7-figure advance, spend it all on you guys. I couldn't have paid for, you can actually see this live, this is a real Vercel dashboard. By the way, we teach you how to put this together in the owner's system. Showing you revenue per registrant, so $2.45, paid CAC, $7. So we lost money to bring people here. Why would we do that? Because we realize that when you own the business, you can care about LTV, right? We've talked about that through this entire thing. So we spent $1 million for book And distribution, plus $1 million for prizes. And when we hit the 4,000 book bundles bought, that's it. There's no more. So this is what we have. You can see our office. You can see some terrible photos of Codie, apparently. And when these 4,127 book bundles are gone, they're gone. And since we have hundreds of thousands of you on here, that's a real thing. Why? Because I had to print them myself. And that's how many we bought. So, Now, what's kind of cool is we already know there's hundreds of you. I'll get an up-to-date ticker. Can we put the ticker up for me on whatever TV you're gonna start doing that for me? We already know there's hundreds of you now in our system. In a little bit, you're gonna start to see the scroll of the people we're gonna welcome to the group. But I also know that there are action takers, some real serious owners and doers on here. So is there— who here wants to help save more than 120 business owners? Like, you want to donate more, you want to get more access to me and my team at CT, you're a bigger player, you want to go deeper, even more people have, like, want to work with us for a year? If so, if that's you, cool. I see all of that for you. We're gonna do something kind of cool, and you'll only see it for those who do our 127-book offer. I think this is how we save Main Street together. Or how you never have to repeat yourself again to your employees. You just hand them this book. So the interesting part is you are only going to see that offer for the Ballers after you join us with 127 books. I don't want to confuse everybody on here. It's only for the serious players. There will be an offer to work together with my team for a year after you join us with 127 as long as those last. Now, real talk for a second. So I've built multiple 9-figure businesses, now spend my time building these businesses, investing, but it actually didn't start this way. You know, I realized back in the day that my business was running me. It wasn't the other way around. Like every problem and every emergency needed me, and my calendar basically belonged to everybody but me. So I had accidentally built myself another more stressful job. Anybody done that? And the problem was that I realized as an entrepreneur, nobody's coming to save you, and all of your competitors are guessing too. And I remember calling my dad and asking him, what do I do next? And he said, I had like a really tough night where one of our businesses almost ran out of money. And it was totally my fault. It was completely avoidable. If I had used the profit chapter, it never would have happened to me. And I remember sitting in the dark on my sofa, head in my hands in the middle of the night. And my dad, I called him because I had no idea what to do next. And he says, if you haven't sat in the dark with your head in the hands with no idea what to do next, you're not really in the game. So welcome to the game. And at the time, I took a lot of heart in that. But then I thought about it, and I realized I didn't want to play the game this way. I didn't want to spend so many miserable nights worried we wouldn't make it. And so I promised to do everything possible to make sure that never happened to me again. That night became the first time I started building what you've now seen as the Own or Be Owned system, because I think desperation often leads to innovation. So I designed this process to make genius unnecessary, because the goal is when you use the 12 profit levers, when you have a dashboard to track it, when you have the owner score and diagnostic, when you do the implementation calls, when you have the physical books, then this installs a system that makes sure your head is never in your hands in the middle of the night. Because buying or building businesses was never supposed to create another prison. It was supposed to buy you back your time, give you a legacy for your kids, and give you the freedom to choose what happens next. And so I hope you, like me, are ready to stop getting run by your business and instead actually run the business and not have your heroics scale, but have your systems scale. I hope that's you. And if this is, I built all of this for you. And I built all of this for you because like one big overarching belief, which is that the game of ownership is a contact sport and you should not have to play it alone. It's too hard. And so from my heart to yours, I'm so excited to meet every single one of you that joins the OwnerBeOwned system. Because my belief is you shouldn't have to have a dark moment of the soul, and you should have a system that creates profits continuously. Okay, I want to break down some logistics really quickly for you, because typically I know if one person has this question, a bunch of you guys will. So my team was asking me, these 2 implementation calls, what are they? Well, what I realized is most programs give you more information But this one is going to help you turn information into action. That's what these 2 implementation calls are. And so information only works when it gets installed. So what are we doing in call 1? We're doing the owner audit. Before we fix the business, we have to diagnose the owner. So we're going to identify where you've become the bottleneck, where your time is wasted, and which responsibilities you have to delegate or redesign live. That's call 1. I want you to leave knowing exactly what to change in the way you operate to create less chaos. Call number 2, we'll run what I call the business audit. This is where you're going to go through the 12 Profit Lever Playbooks. You're going to figure out which of yours is leaking, and you're going to figure out how to create the biggest return, because you kind of can't find your solution until you know your problem. And then you're also going to have an onboarding and orientation call. This is on September 25th. All calls recorded if you can't be there live, but we're going to go through your owner score and we're going to go through all the tools live. So that's this part and figure out where your bottleneck is. Now, what about for you guys on here if you're not an owner yet? I thought owners, we could play a game for them. Will you guys play with me? Give me a yes in the chat if so. Okay, owners, if you had an employee who came to you to ask for more money, a different title, more responsibility, or eventually even equity, how would you handle it if they did it this way? If they said, hey, I know our business makes X amount of profits. I've seen that these profit levels inside of our business are not at the level we want them to be. If I'm able to help you grow this, could I get a cut of the profits? Could I get potentially an increased salary? Could I grow? How many of you would figure out a way to pay them more if that employee followed through? Give me a hands up or give me a yes in the chat. Absolutely. Yes, yes, absolutely. Yes, yes. Me, me. Yes, yes. What does that tell you? Every chapter in this book has a section for employees, execs, and owners. If you're an employee or an exec, you need this system. Because first you learn the language, then you master it, then you become fluent, then you get paid. No guarantees in life, but I can pretty much tell you if you're spending $200 to $500 a month on this thing, you're going to have a damn hard time not getting more value from it than that. And if you are an exec and you want your team to have a copy of this book, I would hand a book to every employee. In fact, I do. So let me ask you a different question. How many of you have ever gone to an event like this? You learn something brilliant today. You take a bunch of notes. Then you return to a team that wasn't there and you try to explain it. Has this happened to anybody? Or your leader does it to you. I call this the translation gap.

Great idea.

You remember part. They understand part. Nothing changes. This is where good ideas go to die. Because your business doesn't change when you understand something, your business changes when you have a plan, when the people beside you understand it, agree on it, and know how to execute it with you. This is why the Own or Be Owned system right here includes this 2-day virtual activation workshop. Bring your team, your accountability buddy, your right hand, Your person, your partner in crime, because it's one thing for you to come back from this launch and tell your team, hey, here's what Codie said. It's completely different for you and your team to hear it directly from us. This is an installation day. We will walk you and your right hand through 12 operating systems inside Own or Be Owned. You won't leave with 100 disconnected ideas. You're gonna have a shared language to implement in your business. Now, a bunch of people usually ask, how long does Owner Be Owned system last? The offer is only available during the live launch. You have access for a full year to all of it. Then obviously the books are forever. This part I see a ton of things in the chat about. Whoops. How do you get— how does getting the books sent to you work? You can donate as many of the books as you want. The code is good for a year. If you don't want to donate the books, we're going to donate the unused ones for you. University of Texas, Kentucky, blue-collar workers, military vets. You don't have to get the books sent to you, only the ones you want. And after you pick how many codes you want, we'll actually email you and tell you the groups that you helped. And if you're located internationally— do we have a bunch of international people on here? Give me some I see some hand raises if you're international. I see it. I like it. What's up, Robin? Don't worry. We ship books just about everywhere. Go to your dashboard. Shipping price is calculated at checkout. Although sometimes shipping is expensive. I can't handle that if you're shipping 127 books. But this, all of this, why I did not make these playbooks, because it costs you nothing to ship. So if I was international, I'd be buying this like a motherfucker.

Okay.

winners use these books. Yes, you can donate. We'll do that for you. Bunch of different locations. But also, if it was me, I'd order at least a couple hundred books and make every new member of my company read it. So how many of you guys know Andy Frisella at First Form? So when you go into his office, which is like hundreds of millions of dollars in revenue per year, this company, every new employee goes into their library and has some books to read so they become indoctrinated. In fact, if you came to my HQ, you'd see the first thing every member of my team gets is this book and this hat. Why? A hat brings them into identity, like as an owner, not an employee. A book tells them how a real owner acts. So you come in, and then our team celebrates you. Congratulations! And then for those who are bigger in business, we have this something special for you. If you're doing over $500K a year in revenue, you probably want more books and more support, and you can make more as you have more revenue, right? Remember how I told you in the beginning that I helped 1,600 business owners with my entire advisory team for a year? You guys remember that? You'll have a chance to get access to me, my team, monthly one-on-ones. Our business owners and all of our resources for a year. This is how we collapse decades into days. But it's really only for those of you who are serious action takers, you already have a business, and you've already joined us for the 127-book offer. So you just click to upgrade your order, but you only get it after you donate the 127 books. It's kinda cool.

It's cool.

I'm never gonna make this offer again, and I'm never gonna offer this level of opportunity at this price point again. Usually, we charge a lot for this, tens of thousands of dollars a year. So all of this offer goes away the second the livestream ends. So you can go to OwnSystem.com or click on your dashboard. And the last part is reminder We've only given away about $450K so far. So because I always deliver, just wait, we're gonna give away another $733,000 today. So today— thanks, OXO. So today we're actually not giving away a million bucks, we're giving away $1.1 billion. And a secret reveal maybe for later, is that we're bringing on not one but two billionaires for you to learn from. Live, live, live. So I don't want you to go anywhere, because what I've realized from dealing with the really rich guys is that the really rich know that hustle harder and just work more does not work. Like, you don't need to do everything. You need to find your next broken profit lever and the right fix for I've used the Own or Be Owned system in all of our businesses, and I've watched it get better and better each year. So now is your turn. I want you to take 2 minutes, join us in the Owner System Cohort, because we are just getting started. I'm going to let you go to our dashboard, buy, and I'm going to show you a few things while we do it. Deal? Own or Be Owned. Who is ready to make a more impactful impact profitable business. Let's do it.

Hey, my name is Andrew. I run the Hartman Independent Company out of Pittsburgh, Pennsylvania. We're an industrial and construction supply distributor. We've got 22 team members, and this year we're going to do just around $9 million in revenue. We've been in business since 1948, thanks to my grandfather, and because of that, we've got a lot of customers. Having such Having such professional perspective from outside our business has been huge. We've realigned— redefined teams, we've sharpened our focus and reporting, and our business has grown by over 10%, including us having our single highest revenue month in our history. That's 78 years of history. I think that's pretty remarkable. Thanks for everything that you've done for us.

Highly recommend Codie.

Thank you.

I'm Mark Stampini.

My wife Kristen and I have Ram Stamp Staff. Hey, my name is Andrew. I run the Hartman Independent Company out of Pittsburgh, Pennsylvania.

My name is Christopher Trujillo, and my family and I run Castillo's Premier Cleaning.

My name is Nick. I run Nason's Home Solutions.

I'm Tanya. I own and operate Clark's Hawaii here in the Hawaiian Islands. Hi, I'm Gemma, the CEO and founder of Playtime Pros. What we watch online, what we read, doesn't tell us what actually makes money.

But Codie and her team will actually tell you, will this make you money or will this end up costing you in the long run?

One of our problems we had is I had a hard time finding clinicians.

Most of the clients I've received through referrals.

It was very slow to grow and scale our business to the point that it is today.

With Contrarian behind me, I can actually get a clear-minded answer. And since joining, I've learned how to streamline a lot of our systems and delegate these to our team, particularly helping us as owners work on the business and not always inside the business.

We were probably around $800,000 a year in revenue, and we've moved to probably close to And in just one year, we have more than doubled our revenue.

We put some systems in place, so we now have about a 10 to 15% net margin. I feel like I'm in a growth mode. What I'm actually proud about is the jobs that my firm is able to create because of this growth. It's really helping me dig in and figure out some things that maybe I wasn't seeing at first. They help really keep you in line and focused on the things that matter most. It's given me the confidence to raise my rates, put in processes that are going to keep the team going, keep the, keep the company going. It's very practical, bite-sized nuggets of information that you can implement day to day that help you make those tough decisions. It's helped me stop selling and start building a business with leverage. What's up, guys? All right, I had to pause for a second. How many of you guys had to pee? Because we've been on here for a minute. So I see a bunch of questions here, so I want to get to them because my team sort of tells me, you guys have a bunch of questions, I'm going to handle them. In my experience, if you have a few, then you have a lot, so I don't want anything standing in your way. I saw one from Anne-Marie here, which is, what do the playbooks cover? This is more than 12 playbooks. This is my business Bible. Like, listen, I basically put this together with one idea, that this should not just be a playbook. This is a system. So think about it like decades of hard lessons and business wins condensed into 12 actionable step-by-step plans with tools, templates to optimize a profitable business. And this business shouldn't own you. So it includes all of that, everything that you included in each chapter. It's also all on the dashboard, so you can have it at your fingertips anywhere, anytime. Now I see a bunch of people asking about the dashboard. You should have like a little team responding to you in it, but your dashboard is how you got into this. So if you go and you click on the same place you came into this, which is called Obvio, you'll be able to that also see your dashboard. Okay, another one I saw is Andrew asked, can I retake the owner diagnostic at any time? Yes, but listen, I think your first result, you guys, is your baseline. So when you go and you take your owner diagnostic, I don't want you to overthink it. I actually want you to go really fast. It's how you operate today, not how you want to. So it's gonna tell you which playbook to focus on first, Then we're gonna unpack that on our 2 calls together, and then the implementation day helps you put together the action plan. All live, all virtual, all with me. You don't have to travel. So I really don't want you retaking the diagnostic until after you've run at least 1 or 2 levers. That's a good way to see what's moved. So in 30 days, you won't recognize your business, pretty much. What else did I see? I saw another one from Jamal. I don't know where you at, Jamal, what's up? Is this right for my business? I kinda see like a ton of variations of this. Let's say this really plainly. This is right for you if you could barely afford the time to be here today, like you've been watching the clock, putting out fires, what's next, do we have time, what's gonna come? Because the leading cause of business failure is something most of us in business call the unique selling point. snowflake syndrome. And if you're just getting started, I want you to realize it's not about industry, it's not about size, it's not about type, it's about intent. Like, if you're stuck, you're not going to break out of your business doing what you've already done. Like, if you've been doing this for a while, but you know you're the bottleneck, then you've gotta make some change, right? And I think the best day was yesterday, but the second best day is today. And it doesn't matter what industry you're in. It doesn't matter, we've run this across almost every industry you guys could imagine. And all I know is that we haven't found one where you wanna sell something to people, they buy things from you, and you do it continuously, and you don't win. So this is exactly what I wish I had when I was just getting started, because heroes don't scale systems too. So if you're tired of being the hero at the cost of your life and this is for you. This is also kind of cool. I think you guys should be able to see a bunch of people coming in here, like Julia B., New Orleans. I want us to also put people on the back who've joined the owner system. Sarah, welcome. Carolyn, Daniela. I'm really excited to meet a bunch of you guys live in these implementation calls where we'll really dial in. Another question I saw, Allison is asking, 127 is less than 100. I have a lot of books. How do the discount codes work? Can I break up the books I donate versus keep? So good question. I know this can be confusing. Just in case you missed it, immediately after you invest in the Own or Be Owned system, you will have the option to redeem or gift some or all of your codes. Once confirmed, you'll receive a confirmation email with your codes. You don't have to decide what to keep and what to donate right away. So that's pretty cool. You can totally pick. And maybe the last question. When do I have to decide? Today. This is a one-time only live event price, only available for event attendees during this event. And I said it before, but I'll reiterate, I've never done this before. You know, I don't think I'll do this again. Certainly not with all of these benefits, this access, and at this price, because the ability to purchase this product isn't gonna be here forever. This is for action takers and people who are serious about changing their life and their business. And so if you know this is for you, claim your space on the dashboard. You can show the dashboard right now, AV team, please. And if you have questions at all, I want you to click Talk to a Program Expert. I don't want you to leave here with what we call SAQs, should have asked questions. In fact, I don't want you to do that at all. So I think I want to go to our next segment here. And talk about something a little different. Are we gonna have some more testimonial videos, or should we go right next into the next little segment for them? Let me know, you guys.

Next segment.

Okay. Also, I love seeing your names stream across. You're gonna see continuously going forward what we call the lower third, which is gonna have names streaming. It's also going to have what's coming up next.

Next.

Because next is a spoiler. Today is not just 2 hours. I'm gonna answer your Q&A live. I'm gonna fix your business problems live. I'm gonna break down more of these profit levers live. I'm gonna teach you how I do content live. I'm gonna teach you our ad strategy live. And I'm gonna bring on some surprise guests who have made billions and I think gonna change your business and your life. So I'm kind of excited about this. Okay, are you guys excited too? Which one of those you guys want to talk about the most? I like this. We got content. We got want to learn some more. I like it so fast. I can't even see it. How to not do ads leads. All right, and comment for me here too. We'll see it as we scale. I want to make sure I'm welcoming you into our system. Like Michaela, can't wait. Carolyn. Who here is joining us on the Own or Be Owned live? Amazing. I love it, somebody says don't look at my camera. Okay, cool. I also think it'd be cool to throw up, this is kind of wild, this is fucking wild, you guys. Okay, so this is a map live updated of everybody who has joined our Owner Be Owned system all around the US. How sick is that? So show them, like, zoom in on an area, go out international. Where do we want to zoom into? It actually gets updated basically continuously when people join. So I don't know, anybody here in Florida? I feel like a weather girl here. Yeah, Florida, cool, man. I'm here, let's go. Arizona? Okay, somebody— oh, we got Europe, a bunch of Owner Be Owned people here in Europe. Who's located in Europe and joining the Owner Beyond system? That's sick. Hey, I saw me in New Brunswick. I can't wait to meet you, Lisa, in Owner Beyond. We've got actually the man, the myth, the legend who's controlling this right now is in also in Canada. Now we're looking a little bit at what's going on in New York. We have people in New York in here. Charleston, amazing. So this kind of gets updated continuously. We'll keep giving live reports of all of you guys joining us in the Owner Up Your Own system all across the world. Because the truth is, I think you guys from joining get to be dangerous at business, dangerous at profits, change your life, do it at 1/5 of the price of what we usually do to change your actual life, and then also help 127 owners so we can make this map red just about everywhere. I want to give you guys a round of applause. for actually changing ownership around the world. Look at this. That's so cool. We need— where are my Latinos at? We need some more Latin Americans joining us. Oh, it looks like Australia's in the house, though. That's kind of cool. Okay, cool. Where do I want to go now? I want to talk about, like, since this map is changing all the time, you'll kind of see this sparkle around. I wanna talk about one other giveaway that we're gonna do right now, 'cause you guys know we got some more left. I see you guys all over the world right now. I think we should maybe do another giveaway. How do we feel about that?

Yeah!

Okay. I thought I'd do another giveaway, and in particular, this one. I wanna give away something special for you action takers who are on the go building businesses, This is a company I love called Nomadic, and I'm gonna gift you these and these for carrying the fucking load. 'Cause most people don't take action, most people don't actually change their life, most people don't grow businesses, but you guys are going to. You guys are one of the few. Everybody else has excuses as to why, why they'll wait, why they won't, why next year will be better. But a few of you guys carry the fucking load, so thank you for carrying the load. We'll give away $23,000 of those right now. Okay, so now I want to talk about something that makes our owner be owned system owners money all the time. Profit and increasing it and persona. I need to bring out our little desk for me please with my playbooks. And I want to talk about these 2 items in particular and update what I'll call— I'll show you guys, it's called the vibe board, where I'm going to walk you guys through a few of these. Now give me, and it's okay if they can see you, it doesn't matter. I want you guys to actually change almost 2 levers before any other if I don't know you. Once you come into the Own or Be Owned system, I'm going to know some of the particulars, but I'm going to actually answer your questions live. and I'm going to break it down for your business. So remember, the outcome of profit is what? Walking away thinking that if you make these small changes, you'll get paid in your business, you'll do it continuously, and then your team will do it as well. So that's what we're gonna do first. Then I wanna talk about persona. So this is when you haven't nailed the person that you're selling to yet, but you know Now, I'm gonna answer some Q&A live, and I want you guys in the chat to start giving me some questions on profit and persona. What do you wanna know? My team is going to grab a bunch of questions, and we're going to run through them while I give you just a little bit of what we talked about in the Own or Be Owned system. Okay, I'm gonna look at some of these questions right now.

Amazing.

Uh-huh. Okay, so I see a lot of questions on how do you craft a persona when you're just starting? How do you compete with other online vendors with low prices? How do you scale up a profit as a nanny entrepreneur? I like it. I also want to put up the numbers over here in the video that I saw previously, please. Okay, so the team's gonna grab a bunch of your questions and I'm gonna walk you through profit and persona right now, and we're gonna answer some of your questions live. Let's start here. And I'd also like a high chair, please. This is a good one. So Carolyn asks, can you run an A/B test with direct-to-buyer and have this work out quickly? The answer is yes.

Woo, okay.

That's a spot. And have this work out quickly? The answer is yes. So when you are thinking about your persona, I'm gonna show you exactly how I break down persona, but in the beginning you're gonna be guessing. How many of you guys think you know who you should sell to, but you're not making enough money so you're not positive? If that's you, you probably have a persona, but not what we call your right fit persona. And there's a lot of ways that you can determine if you have right fit or not. Carolyn, it sounds like, is not sure. She's like, I wanna test too. So the way, there's 2 ways that I like to try this up front. The very first is how much margin do you make on every persona? And then I'm actually probably gonna draw this out. I need pens, paper, please. The way that I like to do this is I like to figure out, do they have enough margin for my business to grow? Anything below 30% margin, you probably do not have your perfect fit persona. Anything above 30%, you might. So first, put your profit margin in the chat, and I will be able to tell pretty quickly if you have the right profit margin or not. Now the second thing you need And I think, Linz, are these all downloaded, the images? Why don't you give me these?

Okay.

Cool, cool. Great. Sweet. Thanks, dear. Okay. So here's a couple of ways to tell if you have the right or not. So first, we have something that's called margin drift. So we just talked about that. Right now, you guys, write down on a piece of paper, do you have at least 30% plus margin in your business? Also, are you guys sure you're calculating margin correctly? This, in this case, should be what's called net margin, not gross. Second, we're going to look at vendor loyalty. How many of you have to split the amount of people that you share their market share with. So let's say, give me your industry in the chat. If your industry in the chat is, let's see, janitorial cleaning. Cute, that's a great one, thanks, Joel. So if your industry is cleaning, and let's say you are the only supplier, you're getting closer to your perfect fit customer. If you have to compete against a couple of them, that's probably not your perfect fit customer. Now maybe in this instance you actually have to pay money upfront and you have to continue to wait to get paid. That might not be your perfect fit avatar or persona. Now let's see about surprise subscriptions. Let's say right now you don't have a way in your business to charge my 2 favorite R words, recurring revenue and recurring revenue? How many of you guys have at least 30 to 40% of your business in recurring revenue? Recurring revenue. If you have 30 to 40% in recurring revenue, they pay you upfront and you provide the service later. You are the only vendor or one of the top vendors, and you have margin drift that's— I'm sorry, and you have margin that's at least 30% plus. I need to keep my screen up at the top. Thank you. Then you might be getting closer. Now let's say here, refunds. If you are sitting above a 12% refund rate, typically we're not happy. This is not the right— That's a lot. type of business, of persona for you. What about a broke founder? If you yourself are not taking home— when I first started out, it was I wanted to make 6 figures at least a year in revenue. Now it's I need a business that has at least 15 to 30% margin for my business so that I can hire another operator on top of it. And then this one I think is important. You basically need to know you're gonna have like what you think is the truth. Oops, excuse me. Okay, we're gonna cut that out. You're gonna have what you think is the truth, and then you're gonna have what is actually the truth. So you don't, if you don't have a dashboard where you're tracking every single one of these things, you probably are telling yourself some stories about your perfect fit persona. Okay. I see some questions up here for me. Are those questions that we've pulled specifically for me? You can just tell me.

Yes.

Okay, great. Now, I want to go to another segment really quickly. I'm pulling some questions here as we go. And I want to see them.

Okay.

That's a cool one. Corey asked— yeah, tell me, what do we got? Thank you, my dear. Yeah, that's great. Okay, so Corey asked, can I use this model as a realtor? Can I use both your persona model and what I call cash flow versus cash suck model as a realtor? How many people in here are are a services business or a realtor and want to know if this is the right thing to do? Okay, we got a lot of services, we got a lot of yes. You know what, I might steal a water out here too, you guys. Okay, I'm seeing a lot of these. Okay, perfect. So let's talk about cash flow versus cash suck. Do you guys remember what the difference? A cash— let's start with what we don't want first. So a cash suck Business looks like this. You provide a service, and then you get paid. It also looks like you pay for cost of goods first, and then you get paid. It also looks like you have recurring expenses, but you don't have enough recurring revenue. A cash suck business also looks like you provide a quote. This could be a request for proposal, RFP, a quote, anything like that, and then you hope you get paid. So you don't even have a guarantee that you're going to get paid. You have to provide a custom quote and then you get paid. How many of you guys, let's go through this, so we've So we've got 1, 2, 3, 4. How many of you guys are sitting on the cash suck side, and tell me your number if you have 1, 2, 3, or 4 of these. Okay, we've got a lot of 4s. We've got at least 1s. We've got a couple 2s. We've got lots of 3s. That's right. Okay, so if you're sitting in any of these, we've got to move your business to cash cash flow, which would mean, one, you actually get paid upfront before you provide the service. We'll show you lots of different ways to do that. You actually delay the things you pay for and you're not paying them immediately at the same time that you are currently. Also means that you are not having recurring expenses, but you instead have recurring revenue. So you have some way for clients to pay you continuously, and then what's the opposite of this? This means as often as possible you're turning your service into a productized service as opposed to something totally different, which is an RFP or one-off service. A productized service means you sell something, you create something once, and you sell it continuously over time. So let's think about a couple different ways to do this. I saw realtors and I saw a handyman in the chat and technically a janitorial cleaning service, you could do the same thing. So how would a realtor get paid upfront, you guys? Are you like, that's impossible. I would never pay my realtor before they found a house for me, right? You'd be like, that, there's no way I could do that. Okay, let's see if that's actually true. Let's say that you are a realtor in this. should you be making sure you do? You probably are gonna look at the product segment and you're gonna figure out, is there somebody who what? Buys deals all the time from me. Can we have institutional clients? Can we have people who pay deal sourcing fees? Can we have people who every time I buy a property, they're automatic buyers for it? So we're gonna look at our product set. Could we also, if we were wanted to be paid upfront, could we provide different services? So right now we sell houses. Could we also sell curriculum? Could we also sell add-on services on top of it, like taking a cut of affiliate revenue? Okay, let's say delayed payments. So right now maybe you have to pay upfront for the office that you have. Maybe you have to pay upfront for the signage that you have. When was the last time you've done what's called vendor renegotiation And you've gone to your vendor and said, wait a second, right now I'm paying you on time, on delivery. Can I get net terms? Okay, now you're looking for recurring revenue. Where in your business right now, who are the best real estate people at getting recurrent revenue? Well, they're ones who have a team potentially that pay them consistently. They might own the office on top of their business. And then how do you build something once and sell it continuously, and real estate is probably one of the hardest businesses that we could ever do this model for, because it's pure services, no additional add-on services, sink or swim, usually hyper-transactional, no repeating customers, really, really difficult. And yet we could figure this out. We could even figure out a way for you to sell something once, build something once, and sell it continuously. What would that look like? That might look like a book, right? That might look like services that you sell online. That might look like trainings. How did Gary Williams, a good friend of mine from Keller Williams, become a billionaire? He was a realtor. He said, I don't wanna do transactional real estate anymore. I'm gonna create a model where I can have a cash flow instead of a cash suck business. I'm gonna do it over time. Okay, you guys, how many of you could actually see where you could add a persona and a product line lever to your business and make more money today? Tell me right now in the chat. We just did it with basically the hardest business that we could. All day, baby. That's right.

Mm-hmm.

Okay, let's do it with another business right now and let's make sure we keep up. I see a bunch of people asking for questions on the offer, so let's make sure we keep up in the second thing throughout our offer stack. So I know you guys, I see a lot of people saying, hey, Codie, how do I apply this business right now? Like Jordan right now is saying, when you start a major business in life, but you on your own, which is what he's doing, he's saying, I don't actually have a team, can I use your Owner Be Owned system in a solopreneur business? Jordan, great question. And then he's saying, what is included in it? So I just like the the split source or source split, whatever the fuck that screen thing is called, with the offer on it as well, please. Jordan, yes, this applies to solopreneur businesses too. Like, give me some more businesses. Let's see how we— I wonder how I clean this whole thing off. Hmm, hmm, hmm, hmm, hmm, hmm, hmm, hmm. Use the eraser and— I'm gonna see if I know how to do this, guys. If Cody is smarter than this thing. Short answer, no. Click the eraser. Where's the eraser?

Top right.

Top right.

Ah, look at this.

Clear all. Uh-huh.

Great.

Okay, thank you, sir. All right, so let's do it for another business. Who wants to do another business here? I like it. Let's do a— oh, this is interesting— a concierge travel business. Okay guys, how many of you have some sort of service business that is a professional service business? So you're gonna sell one-to-one person, the pro. Okay, cool. I love Randy. He goes, Codie does know how to ask for help. Yeah, you guys, that's the whole point of business. Like, we're doing this live for you today. I want you to see I want you to see the team that comes out here. I want you to see us answer your questions. I want you to see it in the chat and then see it here. I want you to question, will the owner be owned system work for me, and then see it apply to somebody that has a harder business than you. So let's say for instance that we want to do an agency business and we want to change it from a cash business suck business to a cash flow business. We're gonna do it for a travel agency business. Do you guys remember in the beginning when I talked about Heather Williams? Well, Heather's interesting because Heather basically had what? Do you guys remember? She had an accounting business. In the beginning, her first issue was pricing. So we basically made Heather, we made Heather $6K, so she would have gotten all of her money back for the Owner Be Owned system with how many clients? Does anybody remember? Heather, using the pricing system, needed how many clients? That's right, Andrea, 1 client. Why? Because we increased her price. Let's see, so it went from $500 to $1,000 to $1,500. So wow, we 3x'd her price. What did we also do to her business? She got more clients. With the Owner Be Owned system. We 3x your price, and then what did we do up front? We added some filters to our business. What did that do? It screened out bad clients. Like, for instance, do you guys know why I make people go through the Owner Be Owned system and why I have a cost of like $220 a month or whatever? Because what do people do when they don't pay for something? They don't do it. Do people value things they don't pay for? Tell me in the chat, yes or no. Do you value things that you don't pay for?

No.

Of course not. Otherwise, I'd do all this for free and I'd just invest in all your businesses and buy them. That's sick. But I wouldn't ever get any of your backend. I wouldn't even be able to see your businesses. I wouldn't be able to grow with you if I did it for free.

Why?

Because people don't take it serious. You have a bunch of time wasters. And who has time for that? No. So we used a filter to find her perfect fit persona. We said, okay, they need to be ones that have what? And I'll give you the specific types that typically personas need. They usually have a dollar amount in either revenue or net worth that's going to help you. So if you have a— give me all the service companies that you guys own. If you guys have a travel concierge, if you have a medical practice, if you have a— she has an accounting firm, if you have a graphic design or insurance, your persona should have a demographic component. What they're worth, what their revenue is, or how much they spend. It's even better if you know how much they spend. Sometimes that's not possible. The second part of the filter is usually going to be what. I call it what what their mess is. So the mess of the business— does anybody remember what hers was? We all go through this because we do accounting. It was super nightmare books, right? It was a business owner that like isn't in QuickBooks, hands you a stack of papers and says, see you later, here's my shoebox, please fill it out for me. And she said, wow, this customer is not great. And you might say, well, I don't make enough money to get rid of a customer. Hold that thought. We're gonna solve that for you with the persona and profit section of the system. So she said mess, which means she knows she needs $500K here in revenue in a business. She needs QuickBooks implemented for her business. And then what? She actually needs to make sure also that the pay time Period, so how fast they pay her is appropriate. How many of you guys right now know how fast your customers pay you from the moment you first get the lead to the second that you close them? Do people know the answer to that?

Amazing.

No, no, most people don't. That's right, so some people say a week, 90 days, some say say yes, no, incredible. So with her, she knew if they didn't pay within 7 days, they were a bad customer, right? So this was really useful for her business overall. What's yours? And then one of the last components of her business she knew she needed was she needed this individual typically to have what I call the desire aspect of the persona. to want what you're selling? How many people are you trying to talk into as opposed to the other way around? So like, I hope you guys can see, I mean, you guys on here are business owners and builders. You're not here for free stuff. If you were here for free stuff alone, then you're probably not gonna be very successful in life. Who here knows that if you only are always looking for free, you're never gonna really have a big milli in me? I think that's true. True.

Right.

So people who really just want free things, they don't actually want the value, they don't win in life. And so she realized they have to see the value in what she does or they're not going to pay her enough. So what did we decide here? We decided instead of killing these customers, she would just charge more. So we got her an immediate $6K in one customer inside of 3 months. How? Because we increased the price because we found her right avatar. We charged for the mess, $2,500 to $5,000 upfront. We actually made sure that this pay period wasn't just 7 days. What did we do? We did an autopay component of it. Like, can you imagine, you guys, right now? With the offer, you guys could test it out and then pay me later. How well would that work for a couple hundred thousand people? Would that work well? Would that be a fun business to run? No, that would be a terrible model to show you. Then why are you guys allowing your customers to do it to you? Could you imagine you go and work for a company, you're not sure they're gonna pay you, the paycheck doesn't come on Friday? That would be a terrible customer. Right? So we would never do that. So we made sure that they had autopay immediately. And then lastly, we made sure that she chose clients that she actually liked to work with. This is how we get $6K with just one profit lever immediately. Okay, I see some questions on dashboard, like Roxanna and a few others, you're having problems on the dashboard. You guys, if you have any issues, you click on the dashboard, you talk to a program advisor, they will hook you up. Okay, I wanna go to one of the other next sections here, and then I'm actually going to, in a little bit, take your questions live. Let's start here with, I'm gonna go through one of our customers. Live. Okay, so let's see, can you guys see this? Ooh, tiny, tiny, tiny. There we go. All right, how's that? Can you guys see that on your screen? Yes, yes, yes, yes. Meh and yes.

Okay.

Better, but not well. Okay, we'll go one at a time then. How do we turn a cash suck business to a cash flow business? We're gonna go step 1, speed up AR, accounts receivable process. So, what do you do? How many of you guys, when was the last time you looked at how fast you collected money from people? Does anybody know when the last time you did it? Okay, what I'd like you to do is try to figure out a goal. 15 days faster cash collection. This, on average, increases our customers' 6 figures a year. Take a look. All this means, you're not charging more, you're just getting cash more quickly. What happens when you include— when you get cash more quickly? You have a more saleable business, and you improve liquidity. Second, we'll What I want you to do to go from a cash suck to a cash flow business. Extend AP. How many people here have a process, like we do in Profit, where you are actually going to have a team member or yourself every month and/or quarter, quarter is fine, where you're going to actually reach out to anybody that you owe money to and see if you can extend terms? Who does this on a quarterly basis?

Me.

Yeah, looks like not a lot of people. Nope, nope, me, me. Okay, now you've got your next step. What do we want to do? We actually want to see if we can increase our terms, net 15, net 30. This allows you to have more money to play with, but in a different way, because you're not spending it. Net effect, this means in your business right now, If we do these 2 things, you've essentially increased your 30-day cash gap from 2 things that do not mean you need a single additional customer. This is equivalent to what, you guys?

A loan.

A 30-day loan, which is really cool, because loans are hard to get. That's why we give you guys access to a capital loan broker, because typically you can't. Now, let's look at the last one really quickly.

Okay.

Now, I also want you to look in your business. How many people here in your business have some sort of capital or loan on your business? Tell me in the comments. Yes, no, yes. All right. What we found in dealing with most of our small businesses is they love to charge you more And that means that typically, you get less. So, what I want you to think about, if you join the Owner Be Owned system, you can get on the phone with Jordan, and Jordan will actually walk you through your current capital loan process. Like I showed you guys, he saved one of our members $65,000 this year by decreasing the interest rate. So, for the real players on here, here, your question for you is, what is the typical short-term loan you have? Is it good? And also, do you have opportunity for borrowing that you don't even know about at levels that you don't know? I think we were taught a lie that debt is a bad word. And the truth is, debt is bad if you don't know how to use it. But what do you— how many of you guys know the answer to this question? How many billionaires Have become a billionaire with $0 in debt? Anybody know the answer to that?

Zero.

Yeah, exactly.

Zero.

Zero. So what do we have to do? We have to figure out how to use debt and capital intelligently, otherwise we'll never get more of it. So I wanna make sure that in your business you have the lowest loan rate you possibly can and more access to capital. It's one of the The unlocks in business that nobody uses. So if we do this effectively and we decrease our cost of capital, let's say increasing it right here on a million dollar— decreasing it right here on a million dollars to 18%, what are we doing? We're getting about $180K in cash efficiency saved. Super, super cool. Okay. Now I wanna go to one of your questions live. Let's see here. How about— I like this question. What is the best— so this is from Noah Peralta. Codie, what is the best investment I am making— I can make while working full-time so that I can work towards leaving my job and owning a business? I mean, Noah, there's a couple things. One, I would say, I believe that the best thing that you can always invest in, in business, is a 3-letter word, and it's Y-O-U. I wish somebody had told me earlier that me investing in the stock market, and real estate, and doing one-off transactions was great, but I never became more skilled, so I relied on markets instead of me. Every time you rely on a market to perform, as opposed to your skill to outperform, I think you're letting the world be the architect of your outcome and not you. Most of us do not spend on ourselves to execute. So you guys tell me in the chat, when have you made more money investing in a third-party stock market investment than in yourself? It's why I created an education advisory business. It's why I don't do public markets. You wanna know why?

Why?

I don't do public markets because in the public markets, I can't control anything. If the stock market goes up or down, that really has no bearing on me. Guess what I can control? You guys and your businesses. I can change your prices, I can change your profits, I can change your persona. When was the last time you could take a house and go from 4% return per year, which is the average real estate return, and go to 400%? return on a house. Is that reasonable or doable? No, typically not. And so, Jonah, if I was you, that's what I would do. Okay, I want to answer some more. Well, thanks, Levi. I'm glad that was helpful for you. What else we got? I think that's true, Starlette. If you aren't learning, you're not growing. That's exactly right. Okay. So, oh cool. Lindsay, did you want me to show this one for a reason?

No.

I think one of the cool parts about this business is that because you own your business and you are the owner, you can figure out if you're above or below So I want to show you one of the tools in the Owner and Beyond system that Lindsey says you guys are asking about in the chat and you want to do. So this is called the owner paycheck text. Let's like super zoom in on this, you guys, if we can. Okay, most owners guess, right? You instead will not with this. So what are you going to do? You're going to actually scroll down here and figure out what your replacement rate is. What your replacement cost is. Let's see, can you— I'm going to draw on here for you guys really quickly.

Okay.

So, in here, you can basically see your replacement cost as an owner. What would it cost to replace you? You can also figure out what is the minimum amount that you have to pay yourself, and then you can put in your annual revenue. your industry, and what jobs you do in order to figure out if you're underpaid or not. Now the cool part about this is, if you are an owner— oh, let's see if I can undo this. If you're an owner here, and you change your revenue level, it'll actually tell you whether you need to increase your salary, or actually you're paying yourself too much. I think this is really important, Because how many of you guys wonder, hey, I have a shit ton of jobs, am I— how much is this gonna cost to replace me? So we created a tool for that. You can basically say, if you have a business that— give me a real business number. Who here has your revenue numbers right now in the chat that you wanna give me? Give me your revenue number in the chat. By the way, some people are asking how much is this calculator. You guys, everything here, including this, is included in the Own or Be Owned system. This is part of the profit chapter for you to figure out if you are an underpaid owner or not. Okay, Nathan, I'm going to go with you. $1.8 million. Nathan's got a $1.8 million business. Nathan, you better be in the Own or Be Owned system, otherwise you're crazy. We can do a lot with $1.8 million. Okay, whoops, sorry. $1.8. I'm going to guess his industry, but you'd pick an industry, so let's call it home services. Now, let's say Nathan wants to have a lifestyle business where he has cash in his pocket. Which jobs do you take personal— do you do personally? I don't know. Let's pull out some additional jobs. He maybe— you probably still do the hiring in that level. You probably do some client relationships at this level. Maybe you're hopefully pulling out of day-to-day operations. and you are probably somewhere still in strategy and final call. Now, you're going to put in here what your pay is. Let's say your pay is $180,000.

Okay.

We're using the— hello. We're using the US national average. You can change it for other countries, et cetera. And what you're going to do is you're going to see actually You're— you clear your floor, but you're taking $78K less than a lifestyle business your size should be paying its owner. How do you know that? Because you can basically see right here your floor versus the market and your target pay. So, in his target pay, when he is doing all of these different duties at $180K, you're slightly underpaid. This is really important because when you go to sell your business, or cash flow more for your business, what's going to happen, you guys? Well, you're going to have to replace yourself. It also helps you figure out what the cost of replacement is so that you can bring somebody else on board. You can also see down here, which is kind of cool, the hats you wear priced out. So we can zoom in on this again. But set the strategy. Okay, so if I needed to hire somebody specifically for that. How about a hiring recruiter, right? So that's $12K here. You're personally carrying 2.2 full-time jobs. Hiring all of that out would cost you $194K a year. It's also going to tell you what to do in the next 90 days. Step up to this amount, decide what the retained cash is for, or hire these additional people, because either the business owner or you own it. How many of you guys would love to know exactly what you should be paying yourself in your business and what you should pay everybody who works with you? Let me know if that's you.

Okay, good.

All right, I hope you can kind of see here, the other thing we tried to do with all of these systems is they aren't just like, give me the screen back so I can look at these beautiful humans' face, thank you. These things that we're giving you are not just playbooks. I want, that's why it doesn't look like this, right? Like, this is actually the playbook and a bunch of the information that we have that you're going to get when you get the Own or Be Owned system, but inside of it, it had to be real tools so that you can actually use it direct in your business. I don't think anybody's ever done anything like this before. Have you guys ever seen anything like this done before?

No.

That was pretty cool. Okay, so amazing. I didn't think so either. So that makes me happy that you guys are seeing that all live. Okay, let me see where I wanna go next. I kinda think that we wanna talk about this.

Cool.

Okay, I wanna answer another question, and then, Linz, I'm actually gonna have you pull some more tools up, if you don't mind for me, and we'll go through a few of these. All right, now we're gonna talk about, oh man, I don't know how to pronounce your name, so, Lacey Wright says, I just started my business. What can I do right now that'll make my operations smoother? Okay, guys. You've been using some of this playbook live. Which tab do you think I'm going to go to for how to make my operations smoother? Which profit lever playbook are we going to use? What do you think?

Process.

Yeah, buddy. That's right. We're going to process. You guys are nailing it. So we're going to go to the process playbook. All right. And in the process playbook, we have a ton of different things. But let's say, let's pretend we're all lazy right now. What do you think is the most miserable part of your business right now? What is the most miserable part of your process in your business right now that we want to execute on? All right, I see it. Non-consistency, contracts, cash flow, marketing, sales, not getting started, booking, All right, cool. Well, we're gonna go to— you can keep the second screen up here, guys. And maybe actually, why don't you keep, so I can see it sometimes, put back and forth up the 12 Playbooks in the back so I can show people some of the tools that we're gonna work with. All right, so I wanna talk about— somebody said here that you wanna know about About contracts and operations in admin and backend processes. That's like Christina and Joseph says it and Lizzie says it. So let's go through this process. Awesome. So if I wanna come back here, I just click there. Now I wanna go back to the vibe board. Perfect. And I want a clean slate. Okay, so now I'm gonna talk about How to handle really messy admin ops and processes. So let's see here. Do do do do do. Thank you, Lindsay. Can everybody give Lindsay a round of applause? She's over here running around showing you guys all the tools, breaking it down live. All right, Nicole. I think we should move everybody from Instagram and TikTok. This is your last shot. So, um, hey guys, I'm going to talk to some— to our social people for a minute. Guys on Instagram and TikTok, this is your last shot. I want you to come to ownerbook.com live. The rest of this is only for my homies who are live here and live on YouTube. They're the only one that can get the giveaways. They're the only ones that get the sauce. They're the only ones that get the extra because you guys are hanging out with me. I'm going to pour into you. Does that sound like a plan, guys? I'm looking at all your beautiful faces here. What do we think? I like it. That was the saddest applause I've ever heard, team. Give me some better applause than that. All right, cool. Um, all right, so make sure that you come to ownerbook.com. Thank you, Instagram. Thank you, TikTok. This is the time if you're serious about making profits, come over here. We're having a ton of fun and making a bunch of money. All right, so let's do this live. Let's go through our process. So this is If you have already bought the Own or Be Owned system, this is going to be in your process playbook that you're going to get. You're going to get a few things in here. This is kind of what it looks like, but you can imagine in a backend. You'll get an install day by day. So everything that I talk about, it'll give you a step-by-step on how to implement it with you and your team. It'll tell you things like what's the action you're going to take, who owns it. It'll tell you the output that you want, and then it'll tell you how much time it's it's going to take so you can follow up with people to make sure it's done properly. It's also going to give you the tools to run with it. We'll walk through those. And then the team handoff to give to each member of your team, like who typically does this on a team. It'll name who they are. And then I like to call it your employee contract. Like what's the agreement that you make between the two of you? So this will be in playbooks, 6 in process, and it is in the 4th segment of Playbook 6. I like to implement process typically in a business in weeks 3 to 4. So that's not, we're not going to deal with process for most of you guys first. Most of you guys, ooh, most of you guys, we're gonna do this first. We're gonna increase your prices. We're going to nail your target persona.

Woo!

So we're gonna sell to your rich avatar. Then we're gonna make sure your product has some easy add-ons to increase the LTV and actually to increase the recurring revenue that you have in your business. And then this sort of depends on who you are as an owner. You know, for what was her name, Lachey, this might be process, 'cause she might be dying and having all these people come to our business and move continuously. For other people, it might be something else. It'll be one of the 12. But let's say that we've already gotten past pricing, persona, product. We're gonna go into this process for you. Alright, so here's where I'd start. If you're miserable right now and your operations suck, here's a quick one-off for you. First, everything starts with a memo. Like today, we were talking about live in your business. What? What is your problem? I went through 12 different problems in business. I gave you guys an ideal state, right? So that's going to be where you start. I said, hey, could you imagine if your business ran without you consistently, less miserably, and you didn't You don't have to repeat yourself. That's your ideal state. Then I want you to ask yourself, what is your miserable state? So where are you at right now? That might be, oh, Codie, you know, I haven't taken a vacation in 3 years. You know, I— every time I leave, something breaks, so I can only take a 1-week vacation. What is your miserable status right now? Then the next thing you're going to do is say, Okay, what would be the quick memo on how to fix the 2? We have an outline here, so basically it kind of works like ad-libs. You guys remember that? It's like words, words, words here, words, words, words here. So the— and I like you to do it one workflow at a time. So you're gonna have a memo that fills in the blank. It's going to start with something like, name your most miserable thing. Name your most miserable thing in your business, and I'll figure it out. Gabriel, who said that? Gabriel said, I haven't, no, no, Kansas said, I haven't had a vacation in 3 years. Kansas, get the OwnerBeOwn system. We'll fix that. That's not a hard problem to solve. Most miserable process you have right now. Oh, cold calling. You're doing all the cold calling yourself. That's a great one. Okay, so, So, what you're going to do, you're going to have one workflow that you want to change. In this instance, it would be cold calling. When you go to change your workflow in cold calling, you're going to fill out the template. So it's basically, here's the one workflow I am permanently exiting this quarter. And so it's going to be, I am exiting cold calling this quarter. Why this one? It costs me, so that's the next thing I'd like you to do, cost.

Cost.

So what is the dollar amount in your time that it costs you? Typically cold calling is probably not your highest leverage activity, right? Your highest leverage activity is probably increasing your pricing, nailing your persona, figuring out your product, and then selling more things to the people who already love you. But that's just usually it. It costs me X dollars and hours per week, so the new person who will be in charge of this, and then you're going You're going to do what's called a second owner and you're going to task somebody else with this second ownership of it. You fill out this workflow. Then you're going to do the standard, which is what we call— it's usually a Loom video. Anything that has— it's the rule of 3. Anything that has more than 3 steps that you do more than 3 times, you're going to have this person execute. and do a loom for you. And then you're going to allow them to baby bird run. You're gonna allow them to try it. Then you're gonna do the same process that we do continuously in the Own or Be Owned, which is diagnose, strategy, review, and sprint, right? They're gonna try it, then you're gonna review it and see what was the outcome. Did they execute on it or not? Then you follow the system that basically says, if you can, if someone else cannot follow the process for them, you don't have a process, you have a person. You never want a person in your business, you always want a process. And so, then you're going to basically do this flow where this person and you go back and forth until somebody else can do the process without them. And that's how I would execute your first stage of the process.

Okay.

This usually takes probably like a week to do. Each segment we have outlined is 10 to 15 minutes, so you know how long each segment takes. Each segment we actually have scripted so you can explain how to talk to this person. And then we have your documentation library, which is very similar to your proof vault. Okay, cool. Was that useful for you guys? Love it, great, liking it. OK, so you got your first step.

OK, great.

I want to clear strokes here. Let's go to another tool. Ooh, you're going to have to come here and show me how to do a tool again. No, you're not. I'm smart. No, I'm not. Yes, I am. OK. Oh, this is cool. Look, you can do both. What?

You need to—

No, I think I got it. So this is cool. So we're getting into process a little bit. I wanna show you something called the handoff matrix. So this is another tool in Own or Be Owned, 'cause we just hit on process, that's really neat. So we say that handoff is the most abused phrase in the English language. But basically everything you do with our system, you can load a sample and basically Basically what you're going to do is figure out, this is a member company, so Beacon Sign and Print in Tulsa. We got anybody in Oklahoma in here? What you're going to look at is how many times have you explained a task? How many handoffs have not gone answered? How many workflows are you doing as an owner? We pre-populate the ones that are the most common, and then what is the score on how many times this has actually fallen back on your plate or when you've removed it, it stayed off your plate. The question again and again for most people is then how do you take that implementation document that we gave you and put it into an exact client deliverable in this instance because that's what they want to offload so that they never have to do it again. Remember with CADO which stands for? Cut, automate, delegate, outsource, right? This is how we remove ourselves from a process so we're less miserable. With CADO, we're looking for what can we delete first, what can we cut. We're looking for how many can we start automating or delegating or outsourcing. And then we're looking for the next steps in everything we want to do. With a first exit, we can get to the team. And then the team. next 3 exits we recommend. You can also send this to your team so they actually do it. We'll go through this live on the implementation call when we do it together. Okay, let's answer some more questions live.

Okay.

Okay, Estelle, you can't see it that well. Full screen next time, huh? Makes sense?

That's cool.

Okay, I see Kevin Talbot says, thanks for the event today. I love your YouTube channel. Thanks. Currently a media marketing agency in New York, solopreneur looking to expand his team. What advice for your first hire? Should it be an editor to help produce more content or a business admin role? Thank you, Kevin. Okay, let's do this. So Kevin, how many of you guys, maybe I'll let you pick some of these questions. How many of you guys wanna know when should I hire, when should I not, how do I know if it's valuable or not to do this hire? Tell me in the chat. Angie says good question. Bunch of people say yes, yes, yes. Okay, cool. So I look at our employee matrix for this, which I can probably pull up here too, so I'll do that in a second. You can basically just see some of the tools here too. With an employee matrix, you can not do a full screen here and cut out for a second, 'cause I'll zoom in on this. So for an employee matrix, I like to only hire people when I know they're gonna drive me revenue, right? So let's say right now you're like, Codie, I know I need the Owner Be Owned system. I know I need to implement it in my business, but I need to make $6K really quickly, or $200 a month really quickly, and I wanna do it with a new employee. How would I do that? Kevin's question is really, should I hire, he's saying, should I hire an editor to produce content, Or should I hire a biz admin? If you were in my Own or Be Owned system and you were using my tools and playbooks, Kevin, you would never have a question of who to hire next. Instead, you wouldn't be looking at roles. This is a role-based hiring process. You would be looking at what? A results-based hiring product. How do I define results? Revenue. I define results based on revenue. Oh, by the way, a bunch of new owners joined us. This makes me so happy. I want to call out Brandon in Milton. I want to call out Joy B in Topeka. I want to call out Julia M. What's up, Australia? We got people from Australia. Alicia in Sanford. I also want to make sure you guys know to bring anybody you want to your live activation workshop. And we're gonna look at all your questions ahead of time so that we nail the questions you guys want live. I'm really excited to see you in the Owner Beyond system. Also, map, wait, not map, I wanna see the numbers up and to the right, please. Okay, so I don't hire based on role. I hire based on results or revenue. This is how I run a profitable business every single time without having to stress about my overhead, right? It's scary to hire somebody. Every time you hire somebody, you need them to make you more money. So we have something on our dashboard, ooh, I'll figure out how to show you that later, that is called, how many of you guys know your revenue per employee number? Do you guys know your revenue per employee? So, you know, really simply, you make $100K a year, you have 1 employee, what's your revenue per employee? $100K, right?

Yeah.

You make $100K, you have 2 employees, what's your revenue per employee? $50K. Then we have a tool that'll basically show you live what is your revenue per employee, what is your industry revenue per employee, how do you sit between the two of them? Are you actually competitively priced as a revenue per employee or not? So what I would say to Kevin here, who's wondering what's gonna hire next, is do we know what our revenue per employee is for an editor, Or versus a business admin? A couple of ways we do that. One, we just take our revenue divided by number of employees, right? But that's kind of crude because if you make $100K, how much of that is Kevin? How much of that is his new person? So instead, I probably wouldn't do it that way. Whoops. I would do it like this. If you were using our Own or Be Owned system and using our people matrix, which actually Mark's gonna come on later and show that to you. That part's really cool. I would be saying to this, okay, Kevin cost me, I don't know, what do we think an editor costs us for a solo agency in New York? I'm gonna say you can get a young gun who's pretty reasonably priced for $65K. He's gonna be good, not great. You're gonna have to oversee this person. You're going to have to do some development on it, but it'll work. So $65K. Now what am I going to decide? Now I have to decide what is Kevin's output. The easiest way to decide that is typically what? Not revenue, but what? Anybody know?

Activity.

Activity.

Right?

So activity is always easier to track than revenue. So what does that mean for Kevin? I'm gonna say, well, Kevin, I need 25 videos created a month from an activity level. Those 25 videos per month, I am going to charge a client. I'm gonna make up in my mind, or I'm gonna have a real cost per client of $250. Ipso facto, if Kevin can make 25 videos a month, X $250, then what do I know?

He's profitable.

I can pay Kevin this amount. Now if in fact every time Kevin makes me a video it costs me more than $250, I'm losing money on Kevin and I have to change my product or do my— increase my LTV or I have to— if it's less than this then I'm in trouble, right? And I probably shouldn't hire Kevin. And I'm gonna do the the exact same thing with the business admin. I'm gonna say, okay, what is the number one, this is most reasons why businesses fail, is you have too many things your team is trying to do. You know, the reason that I obsess on this owner be owned system that I've been showing you guys is because in this system there is so much, right? These are just, these aren't the tools, these are just some of my written notes on the owner be owned system. owner of your own system, if I— I would never tell you to go out in your business today and fix all of these. If you tried to do all of this today, your business would be a nightmare. This is why I want you to have an implementation workshop with me. I want you to go to your one next activity. So I want you to do the same thing with your employee. For a business admin, for Kevin, we know video is his output. For your business admin, you better have one main output for this person. Which typically might be like invoices maybe sent. It could be like vendors tracked. It could be clients managed, you know, like some relationship management. You're going to take that activity, give it an output number, then give it a revenue cost to you, and that's going to determine who's going to make you more money. How much more easily would it be if every time you hired, you'd used a mathematical reason to hire or to not hire? Tell me in the chat. Exactly. I love it. That's exactly why this will make you more money if you implement it every single time. All right, should we give Kevin a round of applause? Good question from Kevin. Okay, cool. Now I want to go through the Next segment. I think one of the things I wanna talk about with you, let's go through one of these questions here. If you guys can't see, I basically have all these questions that they pull from the things that you've put in the chat, and I can see them on this middle section, and then I'm answering them as they pull them for me. So we have Hannah Williams. Who says, I acquired a landscaping company that just crossed $1 million in revenue, and I've been operating it for a little over a year. When purchased, revenues were just shy of $500K. I'm not doing the fieldwork or estimating, but I'm still the project manager. I interface with clients, and most of the admin still revolves around me. It's also currently my primary source of income. If you were in my position, how would you prioritize your time over the next year? over the next 12 months? I.e., how do you know when it's time to buy the next business versus keep scaling the one you have? What metrics matter most? Has anybody here bought a business before? Why don't you give me in the chat? Okay. I like it. Wow, lots of business buyers on here. Okay, cool. So this is basically, how do I decide when to scale my current business or buy a new one, right? In business, you have a lot of decisions to make. And one of the first things you wanna do when you're in business is you wanna figure out what your biggest profit lever is. So, so Hannah, if I was you, I would say first, in your business today, where's your hidden money? This is the profit chapter. So in the profit chapter for you, I would want to make sure, one, your margin is as high as we want it to be. Then I would figure out what your close rate is in your business. Then I would figure out what your leads are in your business. Then I would figure out what your product mix is in your business. If I understood your margin, your close rate, your leads, and your product mix, then we would pretty quickly do a quick analysis to see with the tools which one of these is not within the industry. So if you only have a 20% profit margin, what do you think we'd be doing? Would we be trying to go acquire another business? No. We would be trying to increase the LTV of our customers, or we would be trying to decrease the cost that we have inside of our business. If you told me that the close rate in your business was 70%, she's closing like crazy. Would I be trying to acquire another company? Maybe, because I would just go try to take all their leads or customers. I would try to focus on a business that has a bunch of leads in it, and I would integrate it into my sales mix, and I would know I was closing way higher than the industry average, which industry average kind of across the board is a 30% close rate. And then if I had no leads, but I had a killer close rate, plus I had high margins, what kind of business would I try to go get? I would get a business with a ton of leads, because I know I can close them. If I have a ton of leads, and maybe my close rate isn't very good, what am I going to do? Well, I'm going to focus on how to make sure I can get more leads in the business, or increase my close rate. And then, if right now, in your business today, you have a profit lever that is still not where you want it to be versus the industry, I do not want you buying a business. And hell, I buy businesses all day, every day. I want you focusing on how do you find the hidden money in your business, because right now in what you're doing today, somewhere there is hidden money in your business. Does that make sense, you guys?

Yes.

Okay, I like it. I see another one here, like, Let's see, I see another one in here that's talking about how do we increase my LTV for my customers? And I think we could talk about that for a second. So if I, which playbook do you think we're gonna go to, you guys, to increase the LTV for your customers? To not have to sell anybody else anything, but give you more money from every single customer? Which one do you think? Lots of good, good point. Price, pricing, maybe. Actually, you know where I'm gonna go to first is your product. And let's show you some tools here. Okay. A look at— Okay, so here's one of the tools. This is called your offer margin audit. This is in your product playbook for those in the Own or Be Owned system. The offer audit is basically going to tell you every offer a customer can buy. Okay, it's going to tell you if what you sell is losing money or making you money per offer. It's also going to give you a breakdown, which I'll zoom in on, uh, for this business. Does anybody run design or agency businesses that are creative? If so, this might be you. You could have a brand sprint, you could have a retainer design, you could have custom web builds, you could have naming sprints. I really like using the offer margin calculator for these types of businesses because look at the variance. Look how different your business areas are. So a brand sprint is core. Why do you think brand sprint is core and gross margin is 60%, AKA it's high, it's good, this is a great part of the business?

Why?

Because it's the most important part. Because this is called a productized service. And if you were working with us and followed the product segment, I would show you how to turn every single thing you do into a 60% margin business because it's a productized service. Now, why it's so big here, hmm, there we go, is because this is one of the businesses that I tell you to do all the time, which is, woo.

Woo.

Create it once, sell it continuously, right? You don't have to keep recreating the wheel for the brand sprint. You have a followed process. Now, which one sucks? And if this is you, you should probably never do this business. A custom web build.

Why?

We talked about this a little bit earlier. Because you— it is— is it a cash flow or a cash suck product? Is a custom web build a cash flow or cash suck product? product? What do you guys know?

It's a cash suck product.

It's a cash suck product, that's right.

Why?

Because you are providing the service before you get the cash, except it's worse than that. What is it? You also have an RFP. You're actually probably for the most part, you're like, you're doing free intern work for the potential of potentially getting the output. So I would tell you, okay, we don't love custom web builds here. Now workshops, why do you think this one might not make a ton of sense? I mean, it should be a cash flow business, shouldn't it? You sell it upfront, you probably take cash for it upfront, you— so it's a cash flow product, not a cash suck product, but why? Well, One of the big reasons why is because for a workshop, what do you have? A ton of overhead, right, for your business? You have really good cost of goods sold. You don't have recurring revenue, it's one-time offer. You often have high cost to get people to a workshop. In fact, let's see if I can figure out how to go over here at the same time. In fact, well, let's see. You're doing great. Let's see here. Balls, okay. In fact, one of the reasons why, I don't know, I might have to have somebody come help me. Yeah, can you go to this other slide? In fact, one of the reasons I don't love workshops is because when you do a workshop in your business, it's not recurring, you have high costs, you have high spend to get people there, And worse than that, it takes up your time and you're not sure what you're going to sell because while you're there, they might have paid for the ticket, but you usually have an upsell and that depends on your show rate and it also depends on your conversion rate. Actually, not that dissimilar to this live. So this live is not the best use of ability to sell or time. Why? You have to pay upfront a bunch of ads, you have to figure out how to get people to show, and you've gotta have a conversion that's quite high in order for this to make sense. So I don't love this business. Okay, so that offer matrix is the first place I'm gonna go to figure out if in your business right now you're doing some silly things and one decision could change everything for you, which is you change the thing you sell as opposed to just the price of what you sell it. Does this make sense? Okay, cool. I wanna go back to here. Okay, so now we've got workshops. We know we don't wanna do those anymore. Logo-only quick jobs. Who here has a design business in which you're doing really kind of one-off logo quick jobs? I have a friend, Greg Eisenberg, that sells a bunch of these like this. He used to. He got out of that business entirely. Why do you think? It's really not that many words that need to be told why. Because logo design now with AI is perceived as what?

Low value.

Low value. Who are the people who don't perceive logo design with AI as low value?

low value?

Well, that would be your persona. That would be if you have a very luxe or high-end client or a big enterprise client who understands the value of logos, but for the average small business owner, they're gonna do it themselves. So why would I do a logo-only quick job when instead I could kill 3 different projects increase my margins to— look at the difference between these, 15% to 22% as opposed to 60% to 42%. If I just changed the things I sold, I would be a more profitable business. What's also cool with this is it'll tell you basically where your time goes as an owner and are you spending too much on any given segment. As you can tell by now, almost everything we go through in here is part of a system that is mathematically based. Remember, in order to do Own or Be Owned, we talked to 15,000 different business owners and brought 1,621 of you into this system to see if it would work for you continuously over time. And what we found was a ton of data in order to create tools so easy You don't have to have team to do it for you. So that's why I feel so good about how we're doing this today for you guys. Okay.

Mm-hmm.

Amazing. Let's go to, I think we should do another question live from the chat. Why don't we pull up, why don't we pull up a business owner live? And tell me, why don't we raise a couple hands and pull up a business owner live from VIP and see if we can't— so put your hands up. I think you just hit the dashboard, you hit your hand, and we'll go to a business owner live. And let's— I'm gonna pick somebody here in a second by who's raising their hands. Okay, I have a couple rules. I want to overly serve you guys, and I want to nail this. Here are my rules. There's a lot of people on here. We're talking tens of thousands of people. So give me your, like, kind of short and sweet, specific question, as, you know, like, kind of short, so we don't have a super long soliloquy, and everybody has to listen. Is that fair? Yeah.

Yeah?

Okay, because then everybody gets super and they're like, oh, Codie's talking forever and I don't get my questions answered. My goal with everything that we do for you guys is to be unreasonably helpful, to give you more value than ever, and to make you more profits in your business. So we're gonna hold you accountable even to that right now. Okay, let's go to, I'm gonna ask a question to Melinda Linkos. I can't tell what room that, room 1, room 1V.

VIP.

Melinda, what do you got for me? Let's break down your business needs live. Hi, Melinda. I heard you for a second. You want to try it again? And I think you're muted. There we go. Is this good?

Oh, great.

All right.

What I do is I take people's processes that are in their head, and I'm really good at visually putting it down like in Visio, and then analyze it and streamline their processes. And I've done that pretty much for my entire career. I think my clients are CEOs that want to just have somebody do this to streamline their processes so they can increase their revenue. I would probably be helping COOs, so it's kind of like a fractional COO.

Mm-hmm.

My biggest thing is, is this relevant? I think it is. Is it relevant? And then how do I go about marketing it? Okay, so you wanna figure out who your right fit persona is. You don't know. Right now you say, so you started out with, there's a couple things I would mess with here for you, Melinda. One, I'm gonna want you in something like the Own or Be Owned system, Because the first thing is, we gotta nail your pitch. I'm gonna— is it okay if I give you some tough feedback? Do you like tough feedback? Absolutely, I'm okay with that. Okay, okay, I'm gonna be your business bully today. One, you have tens of thousands of people on here live. We've gotta make sure you nail what your pitch is explicitly, because if you don't say it with confidence, specificity, outcome, and consistency, you're not gonna close. So, I think you're right to say, start with maybe persona, who you sell to, and also pitch, what you sell. But I'm gonna want you to come again, and we might even just come back to you in a second and try a new pitch for you. I'm gonna want your pitch tighter, because you have tens of thousands of people on here. You could have said, hey, anybody who joins the Own or Be Owned system, I'll be an accountability buddy in there for you. I'm actually a part-time COO. What I do is take the system that you're gonna be working on with Codie, and As soon as you run the system I implemented inside of your business, you only pay $6K for her to do it, you're over the course of the year gonna pay me $2K a month, and if we can't figure out how to get $24,000 worth of value out of your business, I am not going to charge you. That would be what's called a perfect offer, it would be also what's called a product guarantee, it would be also what's called a time-specific pitch, plus you're leveraging bandwagon, AKA money. System on top of something that's already proven, you're stealing my social proof and my ability to close by layering your thing on top of it. So if I was you, I would be, I would be really, really specific on what I'm pitching and really confident on it. So you're gonna spend a lot of time on what's called your talk track in the pitch segment of Own or Be Owned. That will make you so much money, because everybody here knows Everybody here knows what a COO is, right? Everybody here knows what a part-time COO is. Everybody in here probably wants somebody to do more operational bullshit that they don't want to do, right? Tell me in the chat if that's you. Yeah, okay, if that's the case, then all we have to do is match what people want with what you're good at. So if I have to think about it, you don't mind if I get up here like this?

No.

Okay, so with you, I'm actually starting with pitch. And you can even, we'll show you one of the tools in here after, because I'm obsessed with pitch. We have an entire pitch guide in here, so you sound so confident and have so much proof, people would be idiots not to buy from you. Most people do the minimum, so it's not that hard to outperform them. We're gonna start with pitch for you. That's your first playbook. we're gonna go to persona. Your product is pretty simple because COO is really well known, but it sounds like we might need a mixture of the two. So for the pitch, I wanna do a couple things really specifically. I never wanna do features, I always wanna start with benefits, right? So I'm gonna start with, I do X pain point. Remember in the beginning when I was talking to you guys about oxygen businesses versus dessert businesses? Okay. So for a dessert business, you would have something like, I come in and help your business fix its operations. If you feel like there's stuff wrong in your operations, you're going to hire me. That's like, okay, that seems nice to have. If instead I say something like an oxygen business and I say, you hire me because in 30 days you never have to repeat yourself to employees. Again, closer. If I say, you hire me because in 30 days if you don't hire me, my clients lose on average X amount of revenue, which you're gonna have data from, hopefully, 'cause you've done this before. Let's say, you say, you're gonna hire me because in $100K if you don't, you're losing, because in 30 days you're losing $100,000 in revenue. The average small business owner misses tax-free misses pricing opportunities, misses invoices, doesn't have vendor agreements correctly. So every 30 days you don't hire me costs you $100K. I'm an oxygen business, I'm not a dessert business. So you're going to go to the pain first. What is the pain? Then you're going to do just what I said. How can you social proof? I don't know you, Melinda, most people don't know you. So can you say, oh, I use the owner before you. I use this system, I implement it perfectly. If you believe what Codie says, that she has multiple 9-figure businesses, I just take this system, it's been proven across 15,000 people, and I implement it in your business. Do you want a system that's been with 15,000 people implemented in your business live from somebody that's been doing this? Melinda, you look like you've been doing this for a while. How many years have you been doing operations in this way?

20-plus years. 20 years.

20, fuck yeah, there we go, Melinda. So 20 years operating, 15,000 people to this system, and we think that we make people on average $100K who do it. Are you kind of crazy to not take 15,000 people's homework that's driven 2 to 3x revenue, 20 years of experience, and if you don't do it, it's $100,000? That would be crazy. So first, you've got a beautiful offer, right? Can we give Melinda a round of applause? That would be so good if she did it that way. Okay, second thing we're gonna do for Melinda and anybody else here. Now, Melinda, we're gonna say, okay, so we've got our oxygen offer, we've nailed it, we've got it perfect. Now, who are we selling it to? We've already been through the demographics, Right, we know we need to have somebody with the right price point, we need to have somebody that has recurring revenue, we need to have somebody that pays on time, we need to have somebody that has a desire, they want this, you're not talking them into it. We're gonna go through the full stack for whether a persona is good or not, but there's a couple things we could probably assume. And the first thing that I would assume, and actually we have this in the people section of your playbook, because it tells you kind of when to hire varying roles. But you're going to say in this persona, any 7-figure owner that does not have either a chief of staff, a head of ops, or a COO, on average, is probably pretty miserable. They're doing a bunch of ops stuff. And every time you focus on a low revenue producing opportunity instead of a high revenue producing opportunity, you are stealing money from your bank account owner and you're leaving it on the table. So, what I do is I look for million-dollar-plus owners who do not have these specific things, so pain and then demographic. And what do I do? I have a monthly service. I don't know what price you want. I think $2K is irresistible, really, really cheap. I don't think that's a good price for you long-term. You're going to want to end $10K+ eventually to do this, but a lot of times women, we women underprice. That's why pricing is typically the first thing I do with women entrepreneurs. But if we can't get you comfortable with that, well, let's say you start at $2K. So we have a monthly service we provide. That monthly service has this irresistible offer. That irresistible offer is, if we don't find you $24K in value, we give the money back. You're gonna be able to find that very quickly if you're any good at this. And because we have this monthly offer, we have recurring revenue. And we're going to autopay On time. We're going to pay upfront. So you're going to have an autopay option where you get paid upfront. Anybody who wants to try an RFP or one-off things doesn't work. Are you trying to talk to me, Uptalk? I'm hearing like a voice of God in here.

Sorry about that.

Sorry, sorry. Okay. Okay, so now Melinda's got a business where she has a pitch so good. I saw in the chats, how many of you guys If you got to have the owner be owned system, and you get that entire system for only $6K, then you get on implementation calls, and you got somebody like Melinda with 20 years of experience implementing it, then you've got a guarantee that if you can't find $24K in value, she's going to give you your money back. How many of you guys are hiring Melinda? Put it in the chat for me. That's a lot of people. Yes, yes, yes, yes, yes, yes. Now, do you guys see, I mean, I know it sometimes sounds like I'm proselytizing to you guys, I'm trying to get you into the Own or Be Owned system. It's because I swear, I will kick myself in the shins if you guys cannot find more than $220 in monthly value from this thing. Like, with respect, you're not gonna make it as an operator if you can't do that. Like, this system is so clean, That I wish that I had it when I started. I would have skipped 10 years of pain. Okay, did you guys like Melinda's question? Give her a round of applause.

Okay.

Love this. Okay, I want to answer— oh great. Then I think we actually have something cool happening right now. If I'm not wrong, We are ready for another little giveaway. What do you guys think?

Yay!

Okay, I wanna bring out something special for this one because I wanna talk about something really important. This is called the law of reciprocity. So when you guys come on, why do I like you guys to help 127 owners? Why do I want you guys to give more books away to other people. Why do I want you to help? Because I believe that when we give you something, you're more likely to give it to another person. And if they're given something, what are they gonna do? They're gonna go help another person. And what happens in our world if all of us are a little bit more giving? We'd probably change this country's dynamic and this world's dynamic forever with more and more owners than anybody. So I'm gonna do another giveaway. This is actually from one of the companies that I own, one of them, because I think you guys might want to make a little bit of a productivity gain today.

Yeah!

Okay, I'm going to do a giveaway right now. This is one of my favorite energy drinks. It's called Nutonic. I actually own part of this company, so that's kind of fun, and we're going to give away 300— We're gonna give away 300 of my favorite energy drinks. Has anybody tried these live? This is pretty sick. Then the other thing we're gonna do is we're gonna give away another company I'm obsessed with. You'll see me, I'm gonna actually chomp on these while I'm on the stage with you guys. We're gonna give away NeuroGum, and we're also gonna give away $10,000 worth of NeuroGum. Again, that's sick. Oxxo, chill out. He's always trying to take these. Amazing. So another $25,000 plus to you guys of goodies. Thanks, Asa.

Was that cool?

Look. Oh, basically a bunch of winners. Here you go. What's up, Jennifer and Marion and Emily and Mimi and Caesar? By the way, this is so cool. I kind of feel like Oprah. Like, I don't think anybody has given away this many things live before. So this This makes me happy. I think that means we're about up to, let's look at the number, $498,000 in things given away thus far. Pretty sick. I like to see this. Okay, I'm gonna have a couple sips of this new tonic, but not all of it, 'cause I'm raw-dogging life right now as a pregnant woman. And I just wanna tell you, we are not even close to being done. One of the only other things that I want to make sure we talk about is I want to get into profits and some of your actual P&Ls and case studies to find you money in your businesses today. So, I love seeing all the new owners. What's up, Erica, Natasha, Brandon? I hope you guys, are you guys seeing the value from this?

Yes.

Amazing. This is kind of cool. I want to come back to where you guys are all around the world. This is our little map, and every time it like zings into weird locations where you guys are located and then pops up more of them, which is kind of neat. But what I love about what we're doing here is I have a very deep belief Which is that if we are able to help you owners get more profits in your business, we will have more small businesses all across this country. So I want to thank you guys for being some of the few that actually execute. You're rare. That's why I'm willing to do all of this for you guys. And just as a reminder, all of this ends at the end of the event-only offer. So I want to get into our next Segment here. I want to take 1 minute to just say, because I see a bunch of questions, if you want to know if you won, if you want to know how to sign up, you go to the dashboard where you originally registered, you click on it, and there is a button that says Own or Be Owned System. You click the green button, then you can determine if you want a payment plan or you can determine if you want full price option. Either way, good to go for you. All right. I want to bring on our next segment, which is actually a really special one for me. Let's bring out another chair for our next special guest. So the next person that I'm bringing on board is somebody special to me. If you know him, his name is Chris Peckis, and he's actually a general partner and co-founder at Contrarian Thinking Capital, where we invest in a ton of businesses, the dumb, dull, dirty, dangerous that help rebuild American infrastructure. But that's not all that Chris does. He spent a decade as a Navy SEAL. He was early in AI scaling companies, both early stage and publicly traded. He also was in the Defense Innovation Unit, worked for the Department of Defense. He looks at hundreds of companies a year and he also helps us do that at Main Street Holding Company. You'll get to engage with him a lot if you become part of the Own or Be Owned system. And I'm particularly keen on him because he also happens to be my husband. So let's bring on my husband, Chris Vekas, please. Hey, baby.

Hey, everybody.

Okay.

Thanks for including me on.

Yeah, it's kind of, oh, I don't even think we've showed you that. So if you like his hat, everybody who has the Owner and Beyond system gets an owner hat, which is kind of sick, with Contrarian Thinking on the side. You gotta wear it when you show up to the live event. So Chris and I are gonna talk today about profits, and where to find profits in your P&L in business, right?

Absolutely, yeah.

Okay.

Where do you want to start?

Yeah.

So, you know, we— when we like to underwrite businesses, when we like to take a look at them, usually I'm going to show you 2 examples of businesses that we've worked with. Right. And with these businesses, what I'd really like you to understand, what we're going to start with at the beginning, is the quantitative and the qualitative. And so when I like to think about these in a certain way, I look at them in 2 particular instances. Right. I like to look at them by the numbers. and I like to look at them by the owner, right? And so what this enables me to do is a few things. I get some qualitative and I get some quantitative, right? By the numbers, revenue is really— can be just a vanity metric sometimes.

Yes.

We don't know what the underlying profitability, the underlying margins of a business looks like, right? What is your cost structure? What is your profit structure? And then similarly, we dig that out of the P&L. And similarly, from the P&L, right, a lot of the times, is it really a personality test, or it's a reflection on the second thing we underwrite, and it's by the owner, right? It's very telling to see what exactly— it's a reflection of the owner's responses, how they operate, and their systems, right? And how well they are able to implement those systems and follow those systems. So, you know, what we really like to understand is— what I like to do is stress test businesses, and I really like to take a look at them and say, okay, If I'm going to take a look at this business, what happens if I double this business across a lot of different areas? Because as we know, sometimes if we double something, it doesn't always scale along with it in a profitable manner, right? So that's something that we're just really going to— we're going to hone in on here really quick for a second.

Cool.

Let's get into it.

Awesome.

I also have a note for team. If you can come grab a note from team for me, please. I think we should show them How the OwnerBeOwner system starts analyzing businesses. Should we go into the first P&L review?

Absolutely.

Show them it live?

Yeah, absolutely.

Do you want to put this on the big screen or not yet?

Yeah, we can absolutely throw it on the big screen. Something I want you all to consider when we're looking at this originally is, you know, I'll ask you 2 quick things, right? And that is your gross margin and whether you pay yourself a real salary, right? For all of you business owners out there. So AC Enterprises, right? interesting business, right? Home services contractor, $880,000 in revenue that they're doing, pacing towards $1 million, right? 15% margins, extremely healthy, no debt, so we're seeing a lot of this surplus get pushed over into savings. They also have a 75% close rate, right? Proven demand, as we saw there. And here is our great operator scorecard that gives us a great qualitative and quantitative understanding exactly Exactly, of our individual and the business that they run, right? So it looks like a winner, kind of based on a lot of these things. Yes, he has to work on some profit, some pitch, some people, some promote, some process, but I think at the end of the day, right, like, he's solving a very necessary problem, and he has a lot of incredible inbound deal flow and influx for business to be done on his behalf. So what I really want to look at here is let's go to the next slide really quick. Here's what we talked about on the financial performance side of the house, right? What hits you in the face as you look at this in the first 5 seconds, right?

Yeah. What do you guys think? What is it that's hitting you here?

Drop in the comments if you got an idea.

You got to leave up the split screen, guys. They can't see it. They're like, what's hitting me in the face? I can't see.

Exactly. You know, we talked about it, right? That owner salary.

No salary.

It's zero. Yeah, it's pretty tough. So we look at it right now, and that's— so now that 15% net margin, or 14.5%, like, that's not real profit, right? At the end of the day, that's unpaid labor to the owner. So, you know, it's sitting on the wrong line. You start paying him or her a market salary, and that thing craters, right? So if your business can't pay you, it's not profitable. You're subsidizing it.

Yep.

Right?

I mean, you're essentially— you have— you're paying for a job yourself.

Yeah, I mean, the, the important part, I think, for all of this is this is how you should look at your business. Like every single one on here, are you able to see pretty quickly? The goal is, is this. So you want to be able to see all 12 of the scorecards. So on this one, you can see across the board this business isn't doing so great. We have a lot of Cs on here. The only thing that is an A is a problem, right? He's got a good business type.

Absolutely, which is the foundation by which we want to consider it.

Yeah, we got to have that. But we're going to see all these Cs, and then we're going to get over here to financial performance. And when you go to the Owner Be Owned system and you're looking at your dashboards, you're going to basically see, all right, this owner salary is off. Now, we know most small businesses don't make money for the first couple of years, but it doesn't have to be this way. We can actually make this a lot more simple for you, and we can increase this owner salary by determining what? What do you guys think would be some of the first levers that we would do here? Which profit levers do you think we would do?

Price.

Exactly, it's probably in price, it's probably located in product, it might even be in persona that we're selling to, so we're going to look at your financials, and then we're going to figure out the next step of exactly what to do continuously. This is super, super important for your business because sometimes this can look overwhelming, right? You're like, what is happening on all of this? But instead, we've got to get really detail-oriented. Also, I do see one question in the chat that I want to get to. If you guys want to join Earn or Be Owned, it is on your dashboard. You can also see how to buy the book. You can see how to buy the system. All of it is located on your dashboard. You just double-click on the dashboard. So I want to make sure that we're answering your questions. Now this is really small, but based on your profit—

Yeah.

And your P&L, you're going to go to your growth strategy, right? And you're going to determine— look at what you guys already picked up here. You guys said, what was the first thing? Pricing. Do you see what the first 2 are? Pricing, Process, then pricing again, then process. Those are the ones we're gonna hit at the top. So that's where I wanna start in your business. Now, do you guys kinda understand how we look at a P&L to then determine which profit lever works for you? Is that making sense? Okay.

Awesome.

Yes.

I think we should take a live question from the chat. Is there— do you wanna talk about anything with the growth strategy roadmap?

Yeah, a little bit on the growth strategy roadmap. I mean, if you'll see there on the far right, you know, those are your 90-day targets. And so that's something that we're going to have to—

You're going to have to probably walk, like, tell them what they are. That's way too small, I think.

Yeah, absolutely. So when I'm looking at the pricing, right, like Codie alluded to, 15% increase on your highest demand and service. He has a 75% close rate, right? And at the end of the day, that's not always just good demand. Sometimes that's a receipt for you underpricing yourself. Right? You're now subsidizing some of the jobs. That becomes a difficulty in your inability to pay yourself. That does not scale if you 2x the business. Let's say all of a sudden he turns his gross margin from $80— excuse me, his revenue from $880K. Let's say he goes to $1.8 million. Now he's just doubling it, right? The problem exacerbates. So that's something that we really want to look at on here, especially, you know, building the 3 standardized cost-plus quote models, right? That gives him or her the ability now to establish the baseline for pricing those projects, pricing potential business for them, right? The cost of every job, if it's over $30K starting, hey, we have to get a cost-plus on this, right? We have to understand exactly where our dollars and cents can be made and we're not losing on each job, especially as you saw maybe back there a little bit. There was also an increase on subcontractors, which is difficult. 26% to 43%. Now that really has to be put into account instead of just taking on some of these, uh, some of these jobs willy-nilly. We have to look at them basically from what will be our profit and loss from these individual jobs, right? Something else that we really have to look at through here is, um, how the pricing, right? Fire or reterm your largest referral channel, right? Something really interesting that we worked with this owner on was that it sent leads but does not force their supplier. Right? So now, it really enables them to have this very clear-cut effect and way how it's— how which they're able to think about their most prime customers, right? What is their conversion? What is the lifetime value, right, of those customers? And then, again, you know, we go into how do you pay yourself a market salary, right? How do you separate the books, right? Being able to pay everybody else but yourself, you know, you're being the good guy.

Let's bring up— Let's bring up his face. I think it's too small for us to look at. Chris, let's go to this back wall.

Absolutely.

So basically, can we zoom in still on this and see this portion? Come over here, Chris. Is it possible to zoom way in or no? Working on it. Okay, basically what you see over on this side is— oh, nice. Look, this is what an own-or-be-owned system should do for you, and you should do this for your profit levers. 90-day targets. So if, if you're taking what Chris says in a P&L, and you don't have a time-bound target, you don't have a quantitative target, and you don't have a range or rate, you're doing it wrong. And so for, for a P&L, I think a lot of people look at it and they get freaked out because they're looking at a spreadsheet.

Exactly.

But as you can see, every single thing that we're going to change in your business is specific. One service, repriced at 15%.

Yeah.

You got to do it in 90 days. Then we're going to tell you how much that makes for us. What's the next one? 3 templates live, because this guy doesn't have standardized pricing, right? So now we're going to have 100% of bids over $30K are quoted from one standardized pricing. That means you're not doing any nonsense RFPs anymore. 100% of jobs over $30K are costed with the first margin That's where we go through that margin offer and make sure that they're tight. Does that make sense, you guys? Okay. This isn't really rocket science. The problem is nobody teaches it.

No, absolutely. And it's something that we really look for in underwriting the health of a business, right? You don't just want a business. You just don't want to scale sometimes because sometimes, like we talked about before, your problems will just double if your business doubles.

That's right.

That's something that doesn't last.

Yeah.

And I think that's a really good point. the big part that I want you guys to ponder is like, tell me, is there a business that you think this won't apply to? Like, write it in the chat.

Absolutely. Well, we actually have another business, so let's go on and— Should we go to our second one? Yeah, let's go to our second. So let's—

Oh, my bad.

Yeah, no worries.

I'm in charge.

2 separate slides.

Oh, by the way, this is what our profit and loss looks like. It's kind of cool. Comes into this system. You can download all your non- Your QuickBooks. I'm not really a spreadsheet girly, actually. Chris is way more. You don't have to show them this up close. It's a lot. Chris is much more mathematical than I am. I'm pretty good at the marketing, the closing, the pitching, etc. He's really good at the deep analysis. But the cool part about this is it'll pull from all your data, and then it sort of analyzes it to make it easy to look at.

Exactly right. So if we were to actually go back and into the further slides. We don't need to go back now, but you'll see how these numbers automatically are pulled into the financial performance. So understanding you again, those big levers, right? Like we talked about, revenue is your vanity metric, but those underlying numbers, those KPIs and metrics, those really establish how a healthy business continues to be run.

I like it.

Awesome.

Okay, now we're looking at JB Home Inspection, right?

Yes.

So this guy's a workhorse. He's a Codie. He's got a home inspection business, and if you can see in the right-hand corner, it says operator. So we also rank you by how good you are. Like, are you sort of an employee in your business, an operator in your business, or are you an owner in your business, right? This one's kind of in the middle. As you can see here, much better across the board, but what would you call out on this business? And then think about, you guys, what your profit questions are, what your revenue questions are, because I'm going to come to you live like we did with Melinda. Absolutely.

Um, let's go to the next slide really quick. So then I want to call it— that'll help us.

Okay.

What also hits you in the face right here? 92% gross margin. That's elite. That is top of the food chain.

Right.

Business number 1, the fat margin was a little fake. This one is very real. The engine is absolutely excellent. But there's 2 fixable line items here that we're seeing that there's, there's a little bit off, right? $38K a year in interest that he's paying for an extremely high-rate loan, right? We've got to get out of that, right? Secondly, he's actually again, guess what? Priced under market similarly, right? He's charging $469 per job when market is $499 per job. That $30 difference, renegotiating or refinancing his line of credit, gigantic changes, especially in just one quarter.

That makes the business profitable.

Turns, turns it from a, from, from a $6K loss to a $50K profit in just 90 days.

Well, what's also Isn't that so cool, you guys? Can you see how if you don't have money in your business, you needed this even more? This is not a profitable business.

Yeah, but it's not a broken business, right?

No, it's not.

Either. It's broken financing and pricing.

Exactly. So it's really like inside of your business, often the reason why you feel like you can't is the reason why you have to. It's why we are so aggressive about getting people into the Own or Be Owned system, because we know if you are stuck If you're stuck here, your trajectory is bad. If right now you are losing money in your business, and you're not hitting what you want to hit, you're out of your mind not to use the Own or Be Owned system, because that exact reason will not change your trajectory, and you probably don't have enough cash to continue to execute on it. This is why we do payment plans. Okay, super, super important. I like this.

Okay.

Let's go to growth strategy on him. What are a couple things? So right now, let's say you guys run— who here runs a home services business and isn't making as much profit as you want? You can say me in the chat, because the next steps are probably going to be for you. If this is you, this is for you. So what do we got next for growth strategy that we think he should be doing?

Yeah, absolutely. I mean, when we look at it, he heads to SOP, right? And we see it. He has a 15-person team. There's a ton of people, right? There's more than enough ass behind him to be able to operate this business in the way that it deserves, right? So he pays everyone, but he puts himself into disappear mode, right? He's overbuilding. He's undercharging, right? So we look at it, the bid SOP, right? So that has to increase. 6 state and local submitted bids. He opened up a new line, essentially, of pipeline.

Right.

He built the lead intake, right, to be complete job workflow. He's made it extremely efficient. Speed to lead, speed to lead, speed to lead, right? The founder, you know, we're getting a handoff on the septic line, right? So that free handoff that we talk about, right, is something essential, core to the business, that now can run completely free without him. Documentation, right? A lot of the times, he's the hero. He gets called in for all the problems. Somebody else might be the fulfillment person, but at the end of the day, he becomes the solution. You can't operate a business like that.

Okay, so if you had to say the one P that this guy's gotta handle in order to nail— so if you have a home services business, you're not making enough margin that you want, and in this business, what is the profit lever part of the playbook he's gotta go to in the Owner Be Owned system?

Process, process, process.

Awesome. So he's gonna go to this back process playbook. Let's keep the lower third and keep going back and forth to the offer. I see a ton of questions on how do they join Own or Be Owned. I wanna make sure that those questions are getting answered, and you can go back and forth between this and the growth strategy roadmap. Oh, actually, I can do it for you.

Woo!

All right, so with process, probably we would put him on a 90-day pivot plan.

Absolutely.

Okay, so if this is you and your business right now, you're at a pivotal point. If you're not making the capital that you want, you're not making the revenue and profit that you want, you're gonna take this step. So this is in playbook 9, and here with this part of the playbook, you're gonna start running the pivot plan, which basically is going to compose of a few things. draw because I love a vibe board. Chris, you like a whiteboard too. You and Mark are big, big whiteboard guys.

Big whiteboard guy.

Big whiteboard guy. Okay, so we're gonna start with pinpoint, then we're gonna lay out the plan, then we're gonna install, then we're gonna operate, then we're gonna stabilize, then we're gonna track. Do these in 90-day increments. So basically, right now, if right now in your business, you're running a home services business, you don't have the profit that you want, I want you to fix that in 90 days. Give us 90 days, we will help you fix it. How are we going to do that? Well, Chris just helped him figure out what the problem was. You've got to pinpoint what the problem is. That is also called diagnosis. You're gonna come up with a plan. You saw that in the growth strategy roadmap, those 6 questions along the side. Then, remember before where we talked about how to take off one of the things you don't wanna do? You're gonna install the plan. Then, what are you gonna do? So all of this should be done in weeks 1 to 3, pretty quick. Then you're gonna install the plan, and then you're gonna operate the plan for 3 to 6 weeks to see what works. At some point after this, you're gonna find Shit, this didn't work, that worked, I should try this, I shouldn't do this. This is why we review it and you have a dashboard. That's going to be a 1-week review process and then you're going to track consistently what's working or not. Do you guys see how when you follow a proven process tested by every industry across 15,000 people, every problem you have goes back to a Profit Lever chapter? I know I'm proselytizing here, but does that make sense? Give me a little yes or no in the chat. Yes, it does. Cool. A couple questions I see pretty quickly. Where is the dashboards that you get? Where are the calculators? That's all in the Own or Be Owned system. Again, remember, anywhere from $200 to $500 a month. Best money I've ever spent in my life. I make all of our businesses run this as often as humanly possible. Unless if you hate money, probably don't run this system. If you really love to run unprofitable businesses, don't run this system. Do something else. One other thing I was thinking we could show them, Chris, is in the profit section.

Right there.

Here we go. Well, you talked about this one. So this is Chris has talked to you guys a lot about the owner pay phase-in.

Yeah.

Basically how to go from, you know, no profits in the business and no pay. Remember, that was a problem this guy had specifically. So you go to load example. Whoop. Whoop whoop. And you figure out, how do we actually get this guy some cash? Because we don't have enough to do it right now. So if right now in your business you're like, I don't have enough cash for Find me the cash, Chris. That's what I say to him all the time. I'm the fancy one. He doesn't like all the fancy things as much.

Absolutely not true.

Actually, you do kind of have like, uh, you got some champagne taste for a former Navy SEAL.

You know, a few things that last long.

Um, basically what we're gonna give you are what your next 3 moves are to make sure that you fill the gap. Then you're gonna get your actual dates for executing these. What the next step to fund by them is, and you're gonna download a report for you. So you no longer have to guess continuously. And, you know, Chris is really good because he looks at— I mean, how many deals do you see a year? Do you think, like, how many?

On the venture side, we see a few thousand a year. On the private side, whoa, we also see a few hundred. So something that helps us understand these, and, right, I mean, the phase part I think is the most important, right? Because it can be so extremely stressful sometimes.

Yeah.

Especially to think about, hey, it's binary. Like, when do I start paying myself? You can naturally kind of pull from different parts of the business, whether it's executing on, um, uh, on, on cash reserves, whether it's, uh, cutting costs, like a whole different mechanism of things, right? But at the end of the day, giving you that opportunity to understand that yourself, okay, hey, when do I start getting paid? How do I start getting paid? I think that's one of the largest stressors that we see in a lot of business owners.

Yeah.

They're just not sure themselves. They become martyrs, um, and if, uh, they, uh, they can't pay the business, they, they'll refuse to pay themselves. Business can't operate without you.

It's so true. Um, come over here and sit with me for a sec. So, I want to go over a couple of things, and then we're gonna ask some questions for you guys live. Um, there's like, A couple reasons why I think people get stuck in a business that's miserable and they hate their life. Let's put the Zoom screen on the back and then we can split screen the offer. What I've realized, by and large, is you're not short on hours. You're spinning. You're busy in the exact way that sort of guarantees next year looks exactly like this year. So let's do some math together. This is Chris's strong suit, not mine. We're gonna do some math in the chat. How many hours a week do you spend on things only you can do because nobody else has been taught? I want you to put— oh, you're gonna do some math too. Okay, he's gonna also do it. How many hours a week do you spend on things only you can do because nobody else can do? Just a number. So, okay, 12, 15, 20, sometimes 30. I'm seeing all your stuff.

57.

Dear Lord.

80.

Okay, let's be conservative and call at 15. That's 750 hours a year. That's 4 and a half months, you guys. 4 and a half months, right? Yeah, 4 and a half months of your working life spent being the only person in your company who knows how to do something. That's not a time problem. That is a documentation problem.

Absolutely.

So now I want you to take out your calendar, and I want you to look at How many months out is 4 and a half months from now? Just write that, write that the fuck off. That's gone. That's gone for the rest of the year if you keep doing what you're doing right now. There's only 14 weeks left in the year. In January, you're gonna do what every owner does, pull up the numbers and ask the only questions that matter, and you're either gonna be exactly where you are today or you're gonna do something different. And so I want you to sit with something. Most of the distance between that 750 number and the number you're proud of is fixable in 9 to 14 weeks. We only said, we said give us 90 days. There's 14 weeks in the year. Pricing, you move in, what did we say, 30 days? Bad customer, basically one conversation. Bottleneck, one documented process. You're not 12 months away from a totally different business, you guys. You're You're one decision away, and 90 days from a different business. So if you fixed this one thing in 90 days, what would it be? So now you've named the amount of time. What's the one thing you would change in 90 days, guys? Put it in the chat.

Yeah. In these instances, really, delegation becomes a superpower.

Yeah.

In a lot of ways. In order— your time is your most finite resource.

I love it. So—

Go ahead.

So basically, here, look. You're basically— kind of think about it like this. Read them off, Chris. What do you see?

Oh, process, time management, hiring, process, time management, time management, delegation, marketing, pricing, hiring, time management. I'm seeing a ton of time management. I'm seeing a touch— a ton of automation, which is time management delegation at the end of the Yeah. Systems, process, process, time management, it all sounds like it should be the same thing, or hiring, where, you know, people, like, we talk about that constantly.

Right. So we've got 750 hours, 15 hours a week, which was on the low end. I'm gonna be a little bit of a bully right here, and I'd rather warn you first. You know, there's— let's just say there's 5 people on here hearing about this. There's obviously tens of thousands, but let's say there's 5. What do we know about most people? How many of these people are gonna nod and not do anything and then wake up next year and have the same life they've had this year or worse? They'll think this was really good. They'll be like, oh, I'm glad I was here. I had to leave. I had Pilates or something. They might even tell their spouse about it tonight and then nothing. Tabs close, Monday comes, a customer calls, somebody quits, and by Thanksgiving they don't even why they were on this call. But there is going to be one of you, and I swear, Chris and I do all of this to find you. I can't tell which one you are. I always wish I could. I wish I could like choose the people that I could change your life if you'd just let us. And I think for this one person, you've gotta realize you've got a track record with yourself. You know exactly what you usually do in the 90 seconds right before a decision. You've all been part of the 90% before. Some of you have been, you know, part of this 5 every single time. And you've got a reason to. Like, I don't want to beg you on this, but I don't want the 9. I'm looking for you. I built this for like the one of you. And so if that's you, you can type 1. You can do a little manifesting here. But don't type it if you're not. Because unfortunately, what do we know?

1.

We know that at 11 PM tonight, let's say, you're gonna be laying in bed, and most people are gonna be the same type of person with no difference in their life. And there will be one person who's different. And so, you know, in a few hours when you close the laptop, you go to bed, tomorrow you wake up and your business is the same that it was this morning. I worry about you. And so like, that's not me being pushy. It's really saying like, this is just what happens to all of us in business. And the only thing that beats it is doing one specific thing, which is— Going to the dashboard, hitting the Own or Be Owned system, and figuring out how to actually use these 750 hours this week, how to use the 15,000 data points, how to use the 12 playbooks, the system, all of it, because when this stream ends, it's all gone. And so I'm pushing you slightly because I want you to do the right thing for you and be the type of owner that's going to change just about everything. That's pretty fancy. Woo! So, okay, now, I want to do something quickly for you guys next. Team, I want you to bring me out an updated playbook for what's next and give us an updated outline for our timelines of where we're at. And in the meantime, Chris and I are gonna go to some questions. Raise your hand in the chat if you have questions so that we can see them. In the meantime, So I love it. I'm starting to see you like actually click a button to raise your hand. So I know you know how to use that. I also want to welcome— who should we welcome? Like Kelly B and Jennifer and Michael.

Yes.

Nia, Leanne.

All right.

Australia.

I can't wait to meet you guys. So fun seeing all of these owners come in. Nia, so cool. Okay, who do we want to go to? in the chat. All you have to do is raise your hand. Let's go to, how about Brandon, Brayden Keith in room 8? Brayden, what's up? What question do you have for us? It can be on anything. Revenue and profits, cool, or whatever else you want that could be related to building businesses. All right, Brayden, I think you are cleared. Yeah, looks like I was unmuted here. So I own a couple of different businesses. The main one that I'm trying to bring to market right now is a data and AI technology company basically focused on retrieval augmented generation, solving a big problem with a lot of— that a lot of these top AI companies are dealing with right now where they're hallucinating results and not having truth of So basically, I'm in a position where I'm trying to get in contact with key players, billionaires, and things like that that are in this space because I have a solution that's better than a lot of these top players are in the market right now. So yeah, I guess I'm just wondering how this system can help me get in contact with those mentors or people so that way I can bring this to market. Um, okay, let's keep both of our faces on there, guys. Thanks. Um, okay, uh, I'm gonna give a little tough love, and then it's up to Chris. One, you're not starting with billionaires, Braden. Like, they don't need your help. They don't want your help to start, and you can't get to them when you want something. They have more money than you can even imagine, and they have more resources than you imagine. So tough love, with that pitch, you're not getting to billionaires. What are you maybe getting to? Proof stack. What are you really missing here? It's too esoteric. I can't exactly understand what you're talking about. And everybody's talking— how many times you get pitched a week AI services and AI data-backed companies?

You mean how many times an hour?

A fuck ton. It's really hard to prove that you're a player or not, Braden. So what does that mean for you? It means we're looking at the pitch chapter and we're probably looking looking at your problem. How many of you guys are really clear on what Brayden does for a living? Tell me in the chat. Crystal clear, baby. I understand for Brayden. Okay, this is your tough love because I want you to make money, Brayden. I don't care about being your friend. I want you to win. Look at the chat. Nobody has any idea what you're talking about. What does this mean? You're probably really smart. Often really smart people, like, like You know, you just don't explain it perfectly. And so you're getting an immediate feedback loop. Good for you for taking action and asking a question. Most people won't do it. It's scary. You're like up here, then Codie yells at you. You're like, why did I ask this question? Who is this lady? So that's how I wanna push on you slightly there and say, I have no idea what the fuck you're talking about. We gotta nail this pitch. 2, you're not getting to Billionaires First unless you're a real player. So let's try it one more time. What exactly does your business do? Oh God, and maybe, Brayden, I would even go a step back. You have multiple businesses. Let's take a step there. Should you? How many businesses you got, Brayden?

3.

How many?

3.

3? What are the— what's the revenue number on each of those businesses? So a lot of these I've started within the last year or so. 2 of them are Well, one is pre-revenue, the other 2 are less than $100,000 a year.

Got it. And do they do the same thing, similar things, overlapping things, completely different things?

Uh, so they're kind of interconnected. One's an e-commerce business, another technical consultancy, and then the last one is the software as a service company.

Got it.

What do you think I'm gonna say to him?

You gotta cut 2, keep one. At the end of the day, I mean, it's your focus and your energy, what goes into it, right? If you want to have the opportunity— like, most billionaires became billionaires because they focused on one thing, focused on one thing extremely well in their entire time, and that was, hint hint, owning or running a successful business, right? I don't think you'll see a lot of that. I mean, even, you know, people argue, well, Elon Musk runs multiple businesses and he's a trillionaire. Yes, but he focused on one thing for the longest period of time that he could. And so when I look at it similarly, it's like you don't have economies of scale, because at the end of the day, it's not like you can repurpose your client base from one business to another, right? At the end of the day, you're rowing completely separate oars in the same boat, right? So it's kind of the prime opportunity, maybe 2, and you merge into one. You kind of cut the 30% of each that's not similar, but at the end of the day, you need to focus on one major huge thing, because when I'm looking at a business, when I'm looking at funding somebody, when I'm even looking at giving somebody advice on a business, it always comes down to, what's the one thing you're focused on? What's the one thing? Not what are the many things, what's the one thing? Uh, if they start to go on a tangent, it's automatically like, well, there's your problem. I can't help you if— I can't help you on multiple things, I can help you on one, right? Because frankly, it's just like, you know, you think about yourself as a surgeon. A surgeon can operate on one person at a time, right? That's how you have to think about your business. I want this thing, I wanna give it my entirety of my intention, of my energy, and my resources, so this thing lives and thrives. You have to think about it in the same way.

Yeah, I'm gonna obsess with you on product. In fact, like, this is a nice little visual, but this is from page 91, so you know I'm not making it up. Ooh, I wonder if you could see that. Am I too close, guys? There we go. Killed by Google. This is a graveyard of the businesses just Google has killed. I want you to kill some babies here, Braden. I want you to think about this for a second. You have 2 businesses that are under $100K each. You have a business that is pre-revenue, and they're all probably not as profitable as you want them, 'cause I'm guessing you wanna make hundreds of thousands, not a couple tens of thousands. We have an entire section, so you're gonna go to section 4 in the Own or Be Owned system. This is product, and you're going to obsess on what is the best business for you. You're gonna run through our product matrix to figure out which of these do you wanna bet on, because as we say, you can't ride a horse with 2 asses. So you're gonna pick one, and you're gonna double down, and in a year from now, Brayden, you're going to be like— I'm gonna be like, God, she was annoying on that call, and thank you, you were right. And so, I want you to obsess. Anybody on here who has multiple businesses that aren't big enough, and they're not profitable, that is probably why, Braden, you're not big enough yet. Now, it's okay. Now, once you hit, our rule is $1 million in revenue. If you hit $1 million in revenue, at the average profit margin of 15 to 30%, that means you're making $150,000 to $300,000 a year, then you're allowed to do business too. Even then, I probably wouldn't for you, but only then. You're going to make way more money with focus than anything else. So I want you to obsess on, on segment 4 of the Profit Lever System. Hey, thank you for letting me be tough with you. And I hope that— was that helpful, even though it's hard to hear? Yeah, absolutely. No, I agree with you 100%. I mean, really, I do want to focus just on a singular business. The main problem that I'm faced with right now is just having the money to invest into that business. So the other companies really just exist to leverage that profit and then fold that back into this other company. And the technical consultancy, I'm kind of just hiring myself in a way. But yeah, I'm trying to leverage the profit from these other businesses and then fold that into this software to really get this off the ground. And so that's kind of the reason that I started these other businesses using e-com just as a tool, a means to an end. It's definitely not the passion, but the passion really is in that software and that AI tool. And my background is I have over a decade of experience in data engineering and business analysis. So I definitely have the wherewithal to make it happen. I just don't have the connections. I don't have the mentors. I don't have a really good way to bring this to market. So that's why I need that profit to invest. And then I don't know where to take that, really.

Yeah.

Let me tell you what you need. First of all, you don't need the connections. Everybody wants data engineering services. Everybody wants an ability to execute on that. What you need is a really clear offer. So you need a really clear product set. You probably need to price more. You need to work on that pitch. And you need to nail what your problem is. So that's chapters 4, 5, 3. You're gonna obsess on those. You're gonna— there's a portion at the end of all of these in the system which gives you the next steps to do, but I'm gonna want you to have a pitch so clear and a product so clear and a problem so clear that anybody will say yes to you. And only you know right now what your perfect fit business is based on who you are, but there's lots of people who have needs in this space. So let's give Braden a round of applause. I want you to nail those 3 profit levers. And I want you to execute on this. Okay, let's do one more question. And Chris, you want to pick out who you want to go to next?

Yeah, absolutely. Who do we have here? Let's see.

Maybe in a different room besides— there's lots of room, you guys, so we're looking.

Oh my gosh, there's so many. Janie Park, room 2.

Oh my God.

Hello, hello, hello. Can you hear me?

We can hear you.

Great to meet you, Codie. I know I met you in person in Austin, Texas. Great to see you again, and thank you both for being here. My name is Janie Park. I run a language coaching services at the moment as a side hustle. I teach English to Koreans because I was born in Korea. I have passion to help others. My question to you is, I want to launch courses in the platform, host virtual workshops, and eventually offer high-ticket services to help Korean companies transition and onboard more smoothly in the US. My question, though, I know you are a little against virtual workshops or workshops in general, but I feel like having the workshop or in-person element is essential for languages. What are your thoughts on that? Yeah, great question. Thank you. And it's Janie? Yeah?

Yes.

OK. OK, let's talk about a couple of things. So one, I actually, I don't think that's a bad business. I mean, when I look at what your business is, this is a very traditional, like, who else on here runs a coaching or a consulting business? Put it in the chat if this is you. Let me know. Okay, great. Perfect. So there's lots of people that do this, coaching, consulting, et cetera. Perfect. Now there's a playbook here. And the playbook is pretty straightforward. So when we think about product, which is what you're talking about now, that's going to be the same chapter we were just looking at. So product is chapter 4. The profit lever for that is profit lever 4, product. There's a couple things I want you to ponder overall. I want you to do, we kinda hit on this before, but I'm gonna want you to go into our— Profit playbook. I'm sorry, our product playbook. And I'm going to want you to— where are you? Oh, okay, hold on, guys. User error from pregnant Codie.

Product.

Okay, I'm going to want you to use a few calculators here. I'm going to want you to first start with your Offer Clarity Grader. So before I can tell you should you do X versus Y business, I wanna know just revenue and profit. How much are you gonna make from each one? So you're gonna input your information into here. If you have a really clear offer, it's gonna say something here like Grade A weapon. It's gonna be like, this is a great offer. It's actually gonna help you build the offer and give you the components, promise, scope, speed, certainty, trade-off.

Mm-hmm.

If you have your promise, your scope, your speed, certainty, and your trade-off, it also is going to tell you how you're gonna execute on it. It's also going to tell you what the grade is that you get, and it's gonna build this offer out. This offer then is going to give you specifics. So let's say that in this instance you have a workshop, and you're like, um, Come and learn Korean faster. Your promise? It's okay, but it's not gonna be a 9 out of 10. You're probably gonna be sitting at like a 3 out of 10. Your scope? Really wide, right? So what are we gonna do instead? We're gonna come up with a really good promise if you wanna do workshops or a course. You know, learn how to speak at a 5th grade level by X amount of time. Have an entire dinner conversation by the end of this workshop so good that somebody says, yes to a date. Be able to give a PowerPoint presentation as an executive to XYZ group by 24 hours within the program. You know, whatever your offer is, that's gonna be your promise. Scope is gonna be how much are you offering? You said workshops, courses, plus eventually you want a platform that allows Korean companies to come here. That's a big scope, so we're gonna start a lot smaller. Smaller the scope, tighter the rifle, better the aim. Then we're gonna go with speed. The faster you can move your users to a positive outcome, the more you'll win. So for instance, when you guys join the Own or Be Owned system, you know what's cool that happens? You immediately get a bunch of stuff sent to you. You kind of start getting into the program. You're listening. You get to see, oh wait, I get that immediately. That's a fast reward center, right? Then you immediately get a call with me on Thursday. If your workshop is 3 months in advance, not gonna be great. Next, we're gonna go look at certainty. Do we know to trust Jani? Do we know to trust you? What is your proof? Do you have your proof vault labels, and do you have a bunch of experience with other people saying, oh my God, I couldn't live without her, right? Which is why I had to show you guys 67 times, look at how many businesses we've nailed. And then finally, trade-off. So if you do X in your business instead of Y, Why? What happens? Okay? And I want you to then take your final score and your average, and you're only gonna do the new products that nail your goals. Revenue, profit, time, and scope. So that is how I would determine for every single one of you, should I do this business or not? That is exactly what you're gonna do. And what I would say is any business is a good business as long as it hits your goals, both revenue and profit. So I don't dislike workshops, I don't dislike courses, I don't dislike curriculums. I love all businesses as long as they're profitable and make you a ton of money.

Cool?

Yes.

Was that helpful, you guys? Can we give her a round of applause?

Congratulations, thank you so much.

Thank you. Okay, I like it. Um, all right guys, so I think, Chris, I think we should take One more. Why don't you choose, focusing on Chris for a second. I'm going to listen while I pee, but you guys won't be able to hear me pee. So, Chris, you go.

Absolutely. All right. Oh my gosh, so many rooms, so many people. Get your hands up, let me know. Max McCutty, room 5. Max, what do you got?

How's it going?

Good, Max. How are you?

Good.

So, uh, I started my own independent insurance agency. A year ago.

Congratulations.

Specializing in marine risks. So I insure marinas, yacht clubs, things like that.

Love it.

I grew up in that business. My family owned and operated marinas out of the Portland, Oregon area for, uh, since the '50s. And I started this agency because we as a family always had a difficult time finding an agent who understood the marine risks. Most insurance agents and agencies are general agents, so they insure anything, everything, right? So I got into it to specialize in it. Being that I'm only a year in, revenue is about $120,000.

That's great.

And I've got a $100,000 line of credit. And I really want to learn, or I really want to know kind of at this point, because there's not a lot of people that know how to do what I do. I'm kind of the only guy right now. So I'm thinking scale. I'm thinking best way to maximize the capital that I have to get the best ROI out of it. I just want to hear your thoughts on that.

Yeah, absolutely. I mean, I think you already kind of nailed it on the pitch without maybe even realizing it, right? You serve a super bespoke niche industry, right, that you have a lot of familiarity and deep ties with, right? So that might lend itself already to you to have a little bit, let's say, of a step ahead of others, maybe especially. It doesn't sound like maybe— is there a ton of competition in your field?

Zero.

Really zero.

My area, position, there's zero competition.

That's great. So, I mean, at the end of the day, it's just like, okay, so it looks like, you know, what is your product set? It looks like you're already, you know, leaps and bounds above, you know, the fact that you don't have any other competitors, right? But what is your process right now? Like, what is your inbound process? Have you facilitated and have you perfected, one, your avatar, right? Who's that individual that you're targeting? What do they look like? Where do they live? Where do they spend their time? What do they spend their money on? How do they spend their money? What are they interested in? Do they want to be buying, or do they want to be sold, right? Which are 2 different things, right?

Yeah.

I imagine that you're probably looking for a little bit more of a high net worth individual on one side, right? That's people who have the discretionary income to be able to own and operate boats and marinas, right? And then similarly, from the other side, those who live and work within it, right? Who are part of maybe more of the trades or a different sector of labor. perfected, let's say, what your lead generation, what your flow, what your conversion is?

I mean, I'd say I, I definitely probably haven't perfected it. The lead though is the marina and the yacht club facility themselves.

So it's a simple—

hey, I've got kind of the, you know, the family name that is very prominent in my area. Um, but like, so I'm out of Portland, Oregon, so like the Seattle area I haven't tapped into yet. Uh, it's been looking them up on Google, writing them out in like an Excel sheet, and then cold calling them and figuring out when their renewal date is and doing that. And then the other side of my business is more of the high net worth home and auto slash yacht owner and insuring them as well. So I've kind of got those 2 avenues that I'm going after. I've, uh, I don't buy leads or anything like that. It's been very referral based and, uh, me having to cold call and Get in front of them.

Got it. So what happens if those referrals go away? How much would your business suffer?

Uh, well, if the referral business goes away, I'm still gonna be, you know, pounding the, the phones and stuff. So there's the, the, I would say very little right now just because I'm so new. The referral business is actually very minimal right now.

Okay. Got it. So at the end of the day, what I think about is process for you, right? You have to understand, I think, the underlying items of your business and what's running and what's fueling, right? If you can't in 2 seconds be able to say, I get this much inbound and conversion from cold calling versus I get this percentage from referral, that's not a process, right? That's just a task on your to-do list at the end of the day.

I agree with you.

I mean, that's kind of the biggest thing is like, how do I systemize, you know, at an early stage so that I'm not kind of like the, the majority of business owners who get 5 years, 10 years down the road and they're like, Hey, I want to sell because I'm getting tired or whatever, but I don't have an actual business. It's all me.

Yeah, it sounds for you really it's pitch, product, and process, right? If I was going to kind of go through a little bit of the system where you can hit on most, right? On the pitch side of the house for you, that's got to be clean, right? Especially because you're probably going to get a different one from referral-based versus cold calling inbound, right? So that's 2 different pitches that you have right there. You're probably going to have a 60% overlap, but probably 40% is going to change. Having somebody come inbound on the referral side of the house for you, they have a predisposition to buy. Predisposition, I think, is the most important thing in sales, right? How do you set the environment, your intentions, and the person to want to be able to buy, not have to get that, not have to sell them? Does that make sense? And that's what I said earlier. So I think that's one place to look at, right? I think also on the cold calling side of the house, right, where are you targeting? Where are you having your highest leverage, right? So your pitch on that side of the house, which leads into your process, right? If you're not able to filter into the quality and quantity of your leads and those leads that convert, I think that's significant, especially when you look at it, let's call it from a lifetime value perspective, right? What's your cost to customer? What's your customer acquisition cost, your CAC, to your lifetime value, your LTV, right? That's always a ratio, like the golden ratio that we really look at inside of healthy businesses. So for you, I talk about the ultra-high net worth because I And I imagine, if I pay a lot of— if I have a large yacht that I need to insure, that value, that lifetime value, is going to be increasing. It's going to be huge. It's going to be way above anybody else, most likely, that I will probably cold call. So, if I were you, just thinking about it from a qualitative perspective, I bet you're going to have more lifetime value, and a lower customer acquisition cost from your referral basis, right?

Mm-hmm.

So, how do you implement a process that enables you to maximize your conversion of that referral business, because then everything down there is much easier, right? It just flows up to you. You want fewer, higher-spend, high-lifetime-value customers, right? And then that's the product side of the house, right? What are you giving them that they need? At the end of the day, you're selling insurance. You're selling protection, right? You are selling their— Hey, if All goes terrible, there's earthquakes, there's tsunamis, Godzilla rises from the deeps and crushes all the boats in the marina, I'm going to take care of you. You're going to be insured, right? So, I think being able to look at across your pitch, your process, and your product, defining those, I think, would completely change the trajectory of your business. Thinking of it in a way that is both qualitative and quantitative. Is that helpful?

Yeah. No, really helpful. Awesome.

Absolutely. Thank you so much, Max. Everybody give a round of applause for Max. Appreciate it. Thank you so much. Thank you.

I love it. All right, I want to pull up a slide for you guys, and, and I'm seeing a bunch of questions, so I want to answer this really quickly for you. If we could get it on me and get the split screen going. Thanks, team. I want to run through really quickly The questions that I see you guys having, and then I want to share a couple things for you. I want the split source, please, right now. First of all, how useful was the actual profit breakdown? Was that useful for you guys? Give me a little yes in the chat. Business owners, we've got a ton of stuff for you, so I think you're going to like what's coming up next. Good, I'm glad this was useful. So I have a couple questions that you guys are saying. One, there's lots of of questions still about what the Owner Be Owned system and the offer is, so let me just hammer through this really quickly. Here's what it is. You get 127 books that you can either use as codes to give away to our charity partners, so that is a tax write-off to you. You can basically talk to your tax advisor and write off the books that you are going to donate to a series of charities, military, veterans, uh, entrepreneurs, blue-collar workers, or university students. That will get emailed to you, 127 copies. You could also use those copies to send to your customers, your team, your clients. I personally like to keep them for my employees and people that I want to run my systems. Okay, then you get the diagnostic. That is the archetypes, so you can figure out what type of owner you are, and one thing we haven't talked about yet, you can also figure out what your team is. So you can toggle between owner and employee, and you can have everybody you know take it to see how you work together and make your business less miserable and more fun. Then you get the 12 Profit Levers. You've seen some of those live. That's this, these series of workbooks, except you get them in a system that anybody can access for you, and you can actually run them on your business. Then you get the customer journey. tools. There's dozens and dozens of tools related to every profit lever so that every time you have a question, you don't just go read about it, you go do it in the actual tool live. Then we have 2 implementation calls. So this is me and you getting on a phone call with only the other people who are part of this Own or Be Owned system offer and beating up with your team, how do we implement what are your problems in your business? You're gonna have 2 of those before we get to our day and a half live workshop, and in this workshop, we are going to bring anybody you want from your team to actually make sure you're doing the work and implementing this in your business. This is one of my favorite parts. It's super, super important. And then we have our capital concierge. You will actually be able to talk to them and get better access to capital potentially for you and your business. Really, really cool. All of this costs $5,997, and also I think you guys are gonna put it up on the backboard here. There is also a payment plan. I see a lot of questions on this. So you can get this for as low as $229 a month by going to the dashboard, and on the dashboard you can actually see on your dashboard the $229 a month offer. offer, or the $500. So you're gonna go to the Own or Be Owned system, you click on this on your dashboard, it will take you to where you can purchase, and then if you have any questions whatsoever— okay, perfect. It'll take you to where you can purchase. Look at that, Broad in her warehouse. You claim the Own or Be Owned system, you can click on the specifics and figure out whether you wanna pay full price or not. Then if you go back, can you go back to the main dashboard? You can click on Talk to Our Program Advisors if you have any questions at all. Then you can come right back to here and Main Stage after you join us in the Own or Be Owned system. But this, these are the 2 buttons that I want you to pay attention to right now. Now I thought I have, I have something kind of incredible coming up for you guys next. So I want to give you a couple videos. I want to give you some time to join us in Own or Be Owned. And I want you to become the next member of our group. I'm going to let this run. I'm going to give away a little surprise, which is when you get back, there's also a giveaway. So you're going to want to be here when you get back. All right. Codie Sanchez, you're amazing.

You're so successful at influencing culture.

And you've been a pioneer in a lot of this, which is fantastic. You're so disruptive, Codie. You are.

You're an optimist, and that's a key to what you've built. I was a fan of your content first, and we were at the Rosewood Hotel, and I think I approached you as probably like some crazy fan coming up to you at like 9 o'clock in the morning or whenever it was.

And I was like, hey, we have mutual friends and I'm gonna launch a podcast, this and that.

So it's just so cool to see things It's come full circle probably a year later or so. You're a real beacon of wisdom and inspiration and hope and optimism in a world that needs it so, so much. And you're also a wonderful human on and off camera. So thank you so much for your, um, just being a wonderful person and doing so much for so many people that will never get to say thank you to you.

But they come up to me all the time in the gym and they tell me how much they appreciate you.

So—

Oh, stop it. You're gonna give me allergies and then people are gonna not— you know, I have a black heart and they're gonna see the truth that I'm You don't have a black heart. We had over $150K in bloat that I was able to cut. We were able to hit our Q1 goals. I actually needed a system and I didn't have one. I really had no direction. And using Codie's system, it was really eye-opening to see how much money we were wasting and the money that we actually had. All of the resources are just so incredibly helpful. It's something that I never knew I needed. This is the best thing I've done for For my business in 15 years, this moves the needle. I'm Meg Kinnirk. I am the owner of Traveluxe, a luxury travel agency. I 100% wish that I would have joined this sooner. It has changed my life and changed my business. Hey, I'm Mark Stampini.

My wife Kristen and I have ran Stamp Staff. Hey, my name is Andrew. I run the Hartman Independent Company out of Pittsburgh, Pennsylvania.

My name is Christopher Trujillo, and my family.

And I run Castillo's Premier Cleaning.

Hi, my name is Nick. I run Nason's Home Solutions.

I'm Tanya.

I own and operate Clark's Hawaii here in the Hawaiian Islands. Hi, I'm Gemma, the CEO and founder of Playtime Pros. What we watch online, what we read, doesn't tell us what actually makes money.

But Codie and her team will actually tell you, will this make you money or will this end up costing you in the long run?

One of our problems we had is I had a hard time finding clinicians.

Most of the clients that we received were through referrals.

It was very slow to grow and scale our business to the point that it is today. With Contrarian behind me, I can actually get a clear-minded answer. And since joining, I've learned how to streamline a lot of our systems and delegate these to our team, particularly helping us as owners work on the business and not always inside the business.

We were probably around $800,000 a year in revenue And we've moved to probably close to $1.2 million this year.

And in just one year, we have more than doubled our revenue. We put some systems in place, so we now have about a 10 to 15% net margin. I feel like I'm in a growth mode. What I'm actually proud about is the jobs that my firm is able to create because of this growth. It's really helping me dig in and figure out some things that maybe I wasn't seeing at first. They help really keep you in line and focused on the things that matter most for your businesses. It's given me the confidence to raise my rates, put in processes that are going to keep the team going, keep the, keep the company going. It's very practical, bite-sized nuggets of information that you can implement day to day that help you make those tough decisions. It's helped me stop selling and start building a business with leverage. Hello. Welcome back, crew. What's going on? Have you guys learned a lot thus far? We went way longer than I think we were even anticipating here. I love seeing all the chat and all of the details. By the way, if you're getting texts about being here, that's because we can't tell if you're here or not. So we're sending texts to everybody. Every time there's a giveaway, we send out texts, a bunch of people come on, and we get to hopefully celebrate a bunch of new owners. It's really cool.

Cool.

So anyway, um, what's up? I guess we're like that person in your DMs right now, just, just hollering at you. Uh, okay, um, I got a little something for you guys. Uh, I thought we'd do another giveaway. This is so ridiculous. Oh, can you guys tell I'm gonna be on maternity leave after this? We're having way too much fun here. Okay, so we've helped Over 100,000 new owners all around the US. And I want to help a business owner with cash— get out of the way of my slide, OXO— with cash get $25,000 live from me and Busy. You guys ready to see who gets the grant next?

Yes.

Okay. So, $25,000 business grant, business giveaway. That will, and this is kinda cool, 'cause Busy is a cool company. They basically help you do formation and all the back office documents that you don't wanna do. We use them at Contrarian Thinking and in our companies. So this is a really cool company, 'cause I hate doing the paperwork. But I wanna make an announcement and pull up our winner right now for Busy. Should we do that right now? What's up, dude? Congratulations! Yeah! Hey guys, $25K in your pocket. Can we give him a round of applause? Stop it, I'm, I'm losing it right now with his face.

What's it—

what's your name? Can we hear him for a second? Is that possible? You might be muted. It's because you look— Oh, tell me your name.

Dave.

Hey, Dave.

My name is Dave.

Hey, what are you gonna do with the $25K you won? Oh man, I know exactly what I'm gonna do. We're gonna get another location. We are here in New York City right now. We're here in, in the middle of New York City, and we, we sell so many beignets all the time, and we need another location. like right now, so we're gonna use that money. Thank you so much, Codie.

Yes!

Thank you so much.

And to all business owners, you can do it too. Okay, woo! This is Dave right here, guys. Dave, what's the name of your business? Let's shout it out real quick.

Beignet Cafe.

Beignet Cafe. Fuck yeah. Well, next time I'm in New York, Dave, I'm coming to your cafe.

Please.

I love it. Thank you so much. Congratulations. Let's give him a big round of applause. That's so cool. This is so amazing. Do you guys see the power? First of all, don't you love an owner that is working, that is busy, that has stuff going on, that probably has a lot of excuses for why to not be on a livestream, but he stayed on. 5 hours in, learning more, becomes part of our Owner Beyond system, wins $25,000, opens another location for his beignets. Can we just lose our mind about that for a second? So fucking cool. This is why I love being an owner, and this is why I am so passionate about everything we do, because the truth is, business owners, you guys change the world. Everything that you do changes the world around us, and without you, we wouldn't have delicious beignets in New York City and everything else. Any other restaurant owners in here? Okay, so the more you stay, the more you win, because today for us, every single person who is on this live, I want you feeling like you became part of the Own or Be Owned system, that you won something, maybe from Busy, maybe you won Nutonic, maybe you won NeuroGum. But maybe my biggest thing that I could give you as a win, I wanna put Zoom up on the background again, I wanna bring on my right hand. who will walk you through how to make sure you're actually paying for the right customer. This is the president of my company, the former president of MrBeast, a leading executive in digital entertainment, a veteran entrepreneur. He's also been— I mean, his head's going to get really big after this. He's been the single biggest unlock of my business. He's what I would call a 24 out of 25 on the Hire In Matrix. Do you guys remember that? And I want to bring him on for you guys, because this is a little bit of my gift to you. You get to learn now from my husband, who allocates tens of millions of dollars a year to small businesses. You get to hear from Mark, who runs contrarian thinking day to day, and has helped us increase our revenue by, I believe if I'm not wrong, 52% this year. And I want you guys to have the exact same exact same experience I have every day, beating up stuff live with Mark. So without further ado, get ready. If you guys are a business owner, a solopreneur, a hustler, an action taker, you're gonna wanna be here for Mark Hustavat. Let's welcome him to the stage.

Hi, Codie.

Thank you.

Hi, everybody.

That was like a really, really nice intro. My mother would be like super proud of that. I think that was really cool. I'm Mark Kustavet. Got a crazy last name, but she said it perfectly well. We're gonna dive in. We're gonna go into a vibe board in just a minute, 'cause what— look, the point of this section, I really Really like obsess over knowing your numbers. If you're a business owner, I can't tell you how many I've talked to who do not know some of the most fundamental things about their business. They have assumptions, and sometimes those assumptions are based upon just something they might have heard or a spot check of, oh yeah, yeah, I convert about 40% of my sales calls. And then we dig in and they look and it's like 12%, and it has a lot to do with who's, who's on the call or where that lead came from. So really what I'm gonna get into here, and I hope you guys find this useful because I know I do, I'm a data junkie. I like to go to the primary source of data, which I hope you guys are like that too. And honestly, sometimes we in our businesses don't always go look at the things that that are uncomfortable. But in the truth, you know, the truth will set you free, right? It's going to the data to see, okay, let me look at that funnel that I've never really looked at. I just assumed was profitable. And guess what? It might not be profitable.

Yes.

So anyway, so that's what we're going to get to. We're going to go through 4 different And we're gonna start with our own company, Contrarian Thinking. So, as you guys know, we have a couple of different products in our business. One of the— and I'll get into ours a little bit of exactly how we stack this one. But we found something last year, and I think it's really kind of fascinating. Like, we found we had a funnel that we thought was really great. And I was being told by people on the team it was really great. And it turns out it wasn't. And so, we're going to dive into that explicitly. First, before we start this, I just want to see— and by the way, hi. I see you in the chat. We have this cool thing with the chat. See, Codie's been up here all day. I've been in the background, but it's good to see. It is marked with a C, but I'll take it. I'll take the hi. It's awesome.

Hi.

Good to see you. I see Darrell Brown, Stephanie Trotta, Maya Tucker. Hello. So thank you for fixing it with a C. I love that. You guys are the best. So anyway, we're going to get into— I'm going to use a lot of marketing terminology. So bear with me. But throw questions if you've got them. If you're like, I don't understand what that means, I'm going to try to explain it. But I'm gonna get a couple of— a marketing funnel is really where we're starting. It means any way over which you take the general public, and that general public could be a business, it could be a consumer, and these become leads for your business. So they're out there, they're in the world, they might have watched a video you did, they might have received a mailer that you sent in the mail. You might have gone to a farmer's market and had people come up to your booth and you get their email. All of that, all of those are versions of funnels. They go from complete stranger into somebody who you now have contact info for and then eventually, hopefully progressing into being a paid customer. So I'm going to turn to the vibe board. Thank you, Lindsay. Thank you, team, for setting this all up. You guys are awesome. I call this follow the dollar. That's— it's literally the most important thing I think you can do in a business. And I'm gonna show you where a lot of people mess up. And I know— look, I'm gonna move kind of fast. I have a bunch of numbers. I couldn't memorize all these numbers, so I do have some cards, but I'm gonna fill them in. And we do this with our— Businesses we work with. We really kind of dig in and actually like many of the examples I'm going to give are actual members who work with us year-round and business owners like you. So doing— I got a couple of different businesses, different industries, should be fun to kind of break it down. So we're gonna look at 4 real funnels. So to move forward, we are going to press that button there.

All right.

Beautiful.

All right.

Wow. This one has a lot going on, but I'm going to try to keep it fairly simple. So we're going to start with literally— I'm going to do CT, but CT is— that's hard to see. Let's do— this is— we have something we call the Academy. I won't get into what that is, but it's a business buying acquisition. Positions program that we do. So again, I'm not pitching this. I'm literally just using as examples. So we, we use organic funnels, as you guys know. If you know the term organic, that's like content that wasn't paid media, but that's everything from like that could be search that you've optimized on your, on your site. That could be an Instagram post. That could be a tweet. Could be just general awareness. And they show up at your website. So there's organic. I'm going to run through a paid funnel. And this we called our VSL funnel. That's a little bit of a term you might have heard if you're in the digital marketing space. It means video sales letter. Not super important to memorize that. I'm just going to explain what that is. What it practically is, is we have— we were running Ads on Instagram, you might have seen one. So Codie talking about it, they— you click through, land on a page. It's a landing page, has a little video on there, and the little video is of Codie explaining, you know, the business acquisitions program. So we have a page, frankly, that has to do some work and it has to convert. So we're looking at— I'm going to go through some real numbers here. So this was— let me check.

All right.

So this was over a period of last year on this particular funnel. We spent a lot of money. So $1.18 million.

Wow.

Okay, great. What does that actually yield us? About 5,424 booked calls with a program advisor. Okay? So we got a little bit of math here.

Okay.

And we've got—

let me—

I'm sorry, a lot of numbers here, guys. 1 point— so, 1— it generated us revenue of $1.65 million. Great. So, like, if you actually do a little bit of math, what's going to happen, you get this term called ROAS, return on ad spend. Marketers love it. They love talking about ROAS. They love— they're like, this is how much return did we get. So for every dollar we put into, in this case, Meta, how much do we get back? Well, in that particular case, the ROAS ends up being 1.4x. Put in 1.18, we got out 1.65. Sounds great. Sounds like a money machine. People get really excited about that. They're like, Mark, I had positive ROAS. So the habit is, if you've got positive ROAS, keep spending. Yeah, thank you, Andrea. You nailed it. 1.38. So it wasn't too great on a level, but it's positive. So again, it feels like a money machine. We really have to look at this a little bit different. So that's before we take out costs. And I think that's one of the real challenges we see in a lot of funnels is people are always sort of obsessed with this top of funnel. Marketing's like, I did my job. And then sales takes over. And there's sort of these independent centers of gravity. But ultimately, as an owner, what are we responsible for?

for?

What do we care about? We care about the bottom line. So it actually all really matters. So we have to take out some things. We have to minus commissions. And then we got to minus the ad spend that we spent because you're really trying to figure out how much money do I have left. About $135K on this funnel. So, and that's before overhead. So that's just a, that's a pretty, that's a pretty crazy bet. And, you know, still profitable, but like barely profitable, not a great margin at the end of the day. So I'm gonna pop forward. For one second here. So if we look at this over time, back to $1.18 mil, we really need to look at it on a unit basis. So, like, what did a call cost us? Divide our total spend by the number of calls, we get this cost per booked call. That's, that's a sales opportunity. How much did it cost us to book that call? And then we needed the flip side of that, which is how much do we make per booked call? So we made about $304 per booked call. So I'm gonna put right here our cost per We know what we're getting calls for. Great. Let's not forget we have our sales, sort of all-in sales costs. And so my revenue per booked call, really, if I take it after my commissions, is now Down to $242. So I get to keep about $242 per call. So how much do I really make per call? About $25. That's a lot to spend $1.2 million and make $25 per call. And it's— so you see how it's like you really have to dig in and you really have to figure out what's going on. So, on average, this is looking at it over 8 months. On average, okay, slightly profitable. It's like 8%. So, better than zero. Not losing money, which is really great. So, then I like to say, all right, who got paid? Who got money out of this?

Me.

Always a good question. You always want to know because you do— it's— you want to check the incentives, see what's going on here. So, Meta, that's Facebook, Instagram. We've got Meta. You guys can hear me, right? I saw somebody said no audio here. We're still good on sound? Yep, I got thumbs up. Thanks, Ramon. All right, so we know this. I can keep— I love repeating numbers. Because you really got to just ingrain them. So, I love writing them down lots of times. Well, so Meta, Facebook, why do you think they're a multi-trillion-dollar company? Well, because they're getting paid a lot. And they're really incentivized for us to keep spending. That's what they're going to want to optimize for. So, our Meta reps, all the people you talk to anyone there, they're just, there's just this constant desire like keep spending. They don't care at all about your bottom line. They really don't. Sales team did very well. It's not an easy job. People don't always show up for calls. It's a lot of work. And, and so, you know, we have an excellent team. They're really excellent. But I have a blended cost of sales ends up being about 20%. Some business Higher or lower. That's in this particular funnel. That's what I got. I got a media buyer. Media buyer is the actual person that buys the ads. In our case, we worked with an agency. Some people do that in-house. A lot of you guys are probably, if you are, you're either doing it yourselves or you've got an agency who's doing it as well. Well, you know, it's you know the expression: If you if you got a hammer, everything looks like a nail. Media buyers love to buy media. That's what they do. They do not talk to you about your— often about your organic content or how to make your unpaid content better. But they're not necessarily going to talk to you about SEO. Sometimes that's a whole other team. So again, media buyers got a little bit of a bias here. It might even be— I mean, it's not a malicious bias necessarily, but they have an incentive to get you to keep buying. Paid media because they get paid. So, they may have some targets around cost per lead. So, they hit their targets, they get paid. Some do it as a percent of the spend and some do it as a fixed fee. I saw someone said, media buyer here. I do SEO, SEM, and social as well, which is great. I love the holistic agency that can really think about the full example, because that's taking more of an owner perspective, which is like, okay, well, if this funnel is not as profitable, let's move this one up. So at the end of the day, the company during this period on that funnel got to keep about $135,000. Doesn't necessarily feel like the company was— Was the big winner here. I think there were some other big winners. So, I always have to ask this question, who got paid? Codie mentioned earlier, she talked about the cabal. I've used that term too, sort of jokingly, but it's sort of real. Because these other incentives exist, if a sales team is driven on commission, they want to get as many leads as possible. But again, they're not living on the bottom line with you. So just something to really be conscious of, of who got paid. So play this out. There's this other thing we uncovered. And when I looked at it on a monthly basis, these numbers might be a little hard to read, but this is, this is our actuals for a month. And I learned something even crazier, that there was a high volatility in this particular funnel. So on average, we were making $25 a call, but that was not Every month. Some months we made money. Some months we lost money. So we've got January. The profit— we lost $4 per call. February, we made $117 a call. But then comes March. We lose $27 a call. Then we lost $100, and April was terrible. We lost $167 a call every— so we were losing money running this during that month. May, $136 positive. June, $110 or $115. Close enough.

Enough.

July was a big zero. And then August, where I really freaked out, we were losing $190 a call. So what— and if you run this all out, there was— this was minus $98,000. So August happened, spent $250,000. on that campaign at a $481 cost for a call. And we were only keeping $291 per call. So losing $100,000. I freaked out. And I think, you know, sometimes as an owner, you— freaking out is a good thing because it means you had a— you had an epiphany because you actually like paid attention to what matters. I had marketing saying, oh no, everything's good. Little choppy. We got prices are up and down. It's like the weather, they're telling me. Yeah, we had some rough weather at times. But really when I looked at it, I was like, guys, this is like going to a roulette wheel. You might as well just take $1 million into Vegas. Some months I'm gonna win, some months I'm gonna lose. And then you come out like a little positive. So I really didn't like this. And as business owners, we don't gamble. We take risk, but we don't gamble like just with games of chance. So we want to build systems that give us predictability of revenue. Because I don't know about you, I did not like this because I didn't feel like I could control it. But I had to really kind of realign the team. To really see it from from our perspective. So we did a reset. We paused the entire campaign. No ads in Meta for that campaign. Didn't like how it worked until we really could recalibrate and figure out what's going on. So remember in August we were spending four eighty one per call. We got to keep two hundred ninety one. Per call, meaning we were losing $190 every call, which means we had a negative 65% margin and we lost $98,000. Yikes. So, and this is a lot of— this gets into a lot of the ad trap that Codie was talking about and is real key part of our system too is like identifying these. And like, so we have the tools to go after and help you identify these a lot quicker. So, what do we do? We said, all right, we're not doing— we're not gonna focus— a lot of people in marketing love like, what's my budget? And then they like to have a budget. But really, Yes, you can have a budget, but you really need to think about a price. It's the price per call. I was willing to buy calls at up to $175 because I can make money as long as I don't spend more than that. But what was happening is this thing just, without a cap, was just getting all over the place. So, we set a cap of $175. $235. And you can actually do that in Meta. You can say, I'm not bidding over this certain amount. So that means we were keeping $233. That means we make $58 per call, which is a 25% margin. And that became the new standard. Put the cap. So, hopefully that made sense. It was a real epiphany for us. And we also frankly realized this funnel was like our least efficient funnel. And frankly, we've really decreased attention to it and spend.

It's—

but it's— some of you guys like, I mean, we fell victim to this too, which is like you just have a habit. And in certain industries, just kind of Oh, we do direct mail because we've been doing direct mail for 5 years. But when was the last time you ran the numbers and saw, well, what am I actually getting out of direct mail? What's my door knocking doing? You know, really beat up everyone. So, I'm gonna switch gears. I'm gonna go into some other companies here. I guess I have one more point. But I was like, we just had to like end this argument and get it point. So, I Marketing really had to focus on cost per booked call. And we help you find, like, each industry is going to have its own core metrics that'll work for your business. Sometimes you'll actually innovate and figure out your own too as part of this. Sales, we use Something called collected dollars per booked call, or CDPBC because we love acronyms. This is actually a beautiful acronym, and I give a lot of credit to to a guy named Josh Troy who. Leads our sales efforts. And he's really popularized this, and it's ingrained in my mind. It's a stat that actually takes all of those funnel metrics of, like, how many people showed up to the call, the close rate on the call, and then ultimately how much cash was collected. So whether you're paying in full or a payment plan over time, it's a beautiful metric. It wraps all of those into one. Well, wraps all of them into So, so really beautiful. So, each one has to— basically, these work in unison. You just have to make sure your collected dollars per book call is higher than your cost per book call and leave you enough margin for your owner, for your operating costs, and then ultimately your profit margin. So, really, really kind of fun. And these become sort of like now real flagpoles. post metrics for us. And I think every business has versions of those. All right, I'm gonna shift gears. This is a boardroom member of ours named Brigham Castillo. Has a business in Arizona called Big Pig. I'm gonna plug his business 'cause he was very cool to share a lot of it. Big Pig Lighting. They do just under $3 million a year in revenue. It's got a great— it's actually got a great business. They do— it's that permanent trim lighting. They got a little app and you can do all these seasonal different colors and different effects and so forth. So instead of just renting some Christmas lights to hang up during the holidays, You do one big install. So we dove in, we looked at his data. He shared a lot of data, and obviously we work with him, so we really dive in on this stuff. He's got 4 main funnels. Number 1, kind of old-fashioned, but a lot of service, residential services business know this, you door knock. I mean, it's kind of old-fashioned, but it works. Cold knocking on people's doors, working with canvassing teams. There are different sort of levels of quality of doing that, but I, you know, obviously roofers are doing it, whole ton of businesses are doing door knocking. So he had the door knocking piece of it. He has Facebook, he has Google, so he's running paid. And then he's got kind of free inbound, we called it, but that really is like, that's everything from his website SEO, content that he puts out on social, and actually what lives in here is referrals as well. So previous customers referring new business.

Okay.

I'm gonna ask this— I'm gonna ask you guys a question here. But first, I'm gonna share a couple of things. The top line is to This is share of revenue. 28% door knocking, 26% from Facebook ads, 10% from Google ads, and 30% from that free inbound organic one.

Okay.

Now I'm going to fill in close rate, how many leads he closes and turns into real businesses.

Okay.

40% from door knocking. He closes 45% of the Facebook leads, 55% of the Google leads, and 46% of his free or inbound. So the question is, You're the owner. Maybe the head of marketing. Which one are you going to put the biggest investment in here? Which one are you going to put? He's got a 40% close rate. What are we thinking?

Google.

Google. Google. Inbound. Google. Yeah. A lot of Google answers. You guys are saying whichever has the largest close rate. Meta, maybe Google. Door knock. How much do they cost? Yeah, somebody asked it. We're missing some information to make the full decision.

The—

what we put here is the media cost per job, or it's really just the cost per acquisition. So I'm going to fill it out. I'm going to fill out his revenue as well. This line here is jobs closed in the last 12 months. Meaning how many customers?

How many customers?

Okay. And then a big 0 over here. All right. Thanks a lot. I realize I have a lot of numbers So now we look at this again. And I guess we can really kind of, kind of see how this is playing out. He obviously has his business fairly balanced here. It's not all in one channel. It costs on average about $794 to get a door-knocking lead. I mean, it's really. This is actually really a commission number. I kind of blended in a little bit. Five forty four. So door knocking obviously is just literally just people going in and knocking. So he's got to pay a commission. It's not a media cost in the same way. Facebook and Google, he's paying. Google's cost him the most, but he closes the most. Facebook costs him a little bit less, closes a little bit less. And down here, closes pretty well, cost him $0. And I got this line here that I was like, well, who owns it? So Brigham came from a door-knocking background. He actually knew door-knocking pretty well, comfortable with it. That's why, you know, a good third of his sales are coming from that. By the way, people who don't come from that background, you might have an owner who like wouldn't even touch this. But he knew there's money there. So, he was pretty comfortable with it. A lot of people get too stuck. They're like, well, I need customers. So, they just start pouring money into these guys. And they really make it easy to do that. You can put it on your credit card. I mean, it's super easy. So, you know, he has a— What's the name of the company? Event one vendor that does this and another, an agency doing Google. The thing we uncovered with him was that like nobody, third of his business, nobody was owning. Wasn't working on SEO, wasn't really focused on content, had no referrals. I asked him the question. I said, "Do you know what your?" And what's great is he actually, like, this is not somebody who like ignored their numbers. He had a whole dashboard of data that he was, he was really tracking, but he didn't track referrals. And if you're in the lighting business, this is like a magical moment that happens, by the way, when the, when the reveal happens, like Clark Griswold and the like lights come on for the first time and they go off.

Yeah.

And it's like, oh my God. They start playing in the app and they can like make it dance and all of these fun things with the lights. That's a great moment to hit them with a card and say, you love this, you know, share this card with your neighbors. Because guess what happens? Your neighbors are gonna ask, how'd you get that?

What's that?

How'd you get that? You don't have to get on your roof? So referrals is really key. He really realized he needed to put a system in place to make that part of a regular motion. So, really, to answer the question I asked earlier of which one you invest in, you really have to kind of run down the profitability. Again, we were just looking at the cost to acquire a customer. We were not necessarily looking at like how much you keep. And I'll try to do this real quickly. But his average job is about $4,411 from Door Knock. He actually tracks this by, so it's all around $4,000, but he has it down. I was impressed because this is exactly what I would do. I would want to know what types of jobs am I getting from, is there a difference based upon the leads? But they all roughly Came out to, you know, $4,000 to $4,400. His material costs are about 20%, so I won't fill this all in, but I'll do it for door knocking, about $1,000. Installs, 13%, so $565 for labor. He's got to pay his door knockers $794. Commission. He didn't have a media cost because it's, it's really just that. So what does he keep per job on a door knocking? $1,990, which means it contributes to the business, which is one of my favorite numbers— contribution margin. What does it contribute to the Business lets me pay the bills, is about 45%. And he did— remember, he did 185 jobs, so times 185, $369,000 kept from door knocking. And I'm gonna, I'm gonna skip the, the math here a little bit, but he, he keeps $1,620 from Meta, $1,320 from Google, which means he's got a 39% contribution margin here, a 32% contribution margin here. contribution margin on Google. And get this, remember we have a $0 media cost with his, his organic. That means he's keeping $2,310 per job for a whopping 52% contribution margin. And he did in that category 195 jobs. 5 jobs. So, it's $450K. That's his highest margin channel and nobody owns it. It was super enlightening. And now he's realizing, okay, if I'm— when I really look at my true cost, like, I need to make some investment here. And that investment may be his time, a system. Such as a referral system, that really, that will pay off. And so that, I just, it was really enlightening to go through this. And I love, again, I'm like a whiteboard junkie and I just love digging into numbers. Because again, there's such like truth that lives there and real insights.

So.

And really just down to this This had like no owner. I bet there are profitable funnels in your business that you are neglecting. So I found that really fun. Alright. Is this making sense? Am I, am I making sense? I think so.

Oh man.

So glad— somebody did say, so glad I got an accountant. This is so boring. I really did see that. I see all the comments here. If it's boring, you know, look, sometimes the data is boring. Facing your numbers can be boring. But like, this is actually how you make money. So like, it's cool. Like, if you don't wanna make money, make money. But thank you. Thank you for all the positives. So a lot of people are saying it's enlightening. Awesome. Finally, a number puzzle. So much fun.

I'm glad you're having fun.

All right, thank you. Cool. All right, I've been called boring. That's cool.

I don't care.

I like to make money. All right, I'm gonna talk about another business. There's another member. She's awesome. Amanda Jensen's got this really, really fun homemade— it's not handmade— handmade jewelry business in Sacramento, California called Golden Hour Designs. It's a fantastic shop, absolutely beautiful. And she's got 2 real pieces of the puzzle here, right? She's got this retail experience. You can come in and they have this thing called the Charm Bar. And you can come build— people make— it's like so popular. People like have to make reservations to make little— what's it called? Jewelry charms and so forth. But she's also got this e-commerce site.

Right.

And she's got both. The website is a key attack area because she's really serving these 2 different businesses. And as we dove into the data, we really saw where the problem was. And I'm going to show you what that is. So she has 2 types of products that she sells. Like a lot of stores, they make their own jewelry and they've got product that they've— they basically are just buying it wholesale and it's other people's products. So bought-in product, that is, that's product that's like just she's buying it wholesale and it's just other people's product. And then she's got her own. So I'm going to run some quick numbers. She's got, she's running ads. And by the way, we're looking closely, we're looking at her, this is her Meta ads. So it cost her $32 to get a customer on her thing. Mark, can I come up and talk to you too?

Yeah, yeah, of course, welcome. Okay, guys, hello, where am I? Give me this frame, thank you. What's going on everybody? Stand up for a second, shake it out. Listen, motherfuckers, I need to have a real talk with you. I like it, Jamie's laughing, Jaime's laughing, Michaela, what's going on? All right. I want to talk to my Gs here because we're late in the day, 4:30 where I'm located. We're going through the part that makes you all the money, which is the numbers and the math. And I made Mark do this part because he's really good at it. But I know that when we get into numbers, what happens? All of us crazy CEOs who like to call ourselves visionaries, we go blah blah blah blah blah. And that's why We don't make as much as we want to make, which is probably why we double the business when Mark comes around. And so I want to make sure you guys are zoned in. The next 2 sections after this are killer, but I listen to this like crazy when Mark talks, because this is where all the money is. It feels overwhelming, and that's why people are like, I want to go watch YouTube, do something else. No, no, no. You make the money when you understand the math. All of the riches are in the boring. So I want us to like nail this last part here. I want you to think about, your question that you're asking yourself continuously is, how do I apply these numbers to my business? Do I have somebody as systematic as Mark doing this? Do I have a system to track these numbers the same way that he is doing right now? And do I know these numbers in my business as well as he does and what they mean? And if not, we'll help you out. Okay, I wanna hit this next part, but I'm gonna listen right now. Let's, let's do it.

All right, we're gonna be fast. I'm gonna do this 'cause I even see OXO wants to give away some things. I love giving away things. All right, so real quick, Kostya, same thing. She's running ads to both bought-in product and her own products. Great. So when people come in and they came in to buy, again, this is like a branded product, maybe like a, a little gel or something like that. They're spending $63. On average, that's the same again. Same sort of funnel. They're just going into the two different parts of products. Well, guess what? When she buys somebody else's product, she's buying it wholesale. So the product costs fifty percent. So she really only makes fifty percent. So on on sixty three dollars, it is thirty one fifty that she makes. Well, now we have a problem. Because like at first we're like, oh good, cost me $32 to get somebody who spent $63. Yeah, what did they buy? They bought something that I don't make. My margin's not that great. So I got to keep— she or she gets to keep negative 50 cents. So she is acquiring customers and losing money on them.

Is anybody else at that right now? Anybody else where you know you're acquiring some customers but not as profitably as you want? Give me a yes in the chat. All right, I like it. We can fix that. Don't stress.

And then when it goes to her own product, which actually a lot of her ads didn't go to them, they were really running— the media buyer was pushing ads towards the products that they thought people would recognize. Well, on her own product, it only costs her 25%. I mean, she has a 75% margin on her own product. So her gross profit in this case is $47.25, which means she keeps $15.25. And then finally, she has this charm bar, which again, it's kind of a unique case because they come into the store and it's, it's traffic on the website. She's not spending any money on it.

today.

But they spend on average $57.44. Product costs her about $4, which means she profits $53 on every Charm Bar. And so she keeps $53. So what we realized is all of her— she was spending a couple thousand dollars a month on Meta ads, and a lot of it was actually going here. And we said, no, no, let's stop buying ads here. Let's stop where it's losing money. Let's instead local ads running to the Charm Bar because that's her like banger product and it's a really great experiential product. And then separately, national ads running to her own product. This was a real insight. unlock for her. She has shifted strategy. I was excited to work with her and love to work with you guys too.

Love it. Let's give Mark a round of applause. Thanks, Mark. That's where all the money is. All right. Couple of things. Obviously, y'all listening, we got something really cool coming up for you guys. You're not even ready for this yet. But if any of this seems like something that you need to do next, remember, this is all in the Profit segment of the Owner Be Owned system. And if you're like me and you don't love math, then guess what you do? You put it into our calculators, we nail it all for you, and you never have to talk to an accountant again. I don't know about you, but I'm into that. I like my accountants at the end of the year. All right, now I want to do something pretty cool here, and that pretty cool thing is that I'm going to bring on a friend of mine, and this friend is going to do something Kinda cool too. Now, if you actually haven't heard of this next company who we're bringing on, it's called BILT. But what's cool about BILT is there's a guy by the name of Ankur, and Ankur is the CEO. And I've gotten to know Ankur. I had him on the podcast. Any of you guys see him on the podcast live with me?

Yes.

Ankur runs now a multi-billion dollar company with such such a cool business model that if you're owners, you guys should probably use, actually helping business owners redeem rewards. Started all the way with rent. So allowing you for the first time ever, have you ever paid for rent and you're like, how come I don't get any rewards on this? I can get rewards for flying, I can get rewards for credit cards, but I can't get any rewards on rent? Well, the next guy who's coming on here is, has created a multi-billion dollar company, so we're gonna steal all his homework. in a space that all of your businesses could actually use. And we're gonna ask him all the hard questions about how do we take billion-dollar systems from a company like Built, apply it to you. And also, you know what I love about him that you guys are gonna get today? He doesn't love raising capital. He's like, I like it when it's bootstrapped. I like it when you can actually use your cash flow to grow. And so for all of you guys who might might not be thinking venture capital, you're gonna learn a bunch from a guy who's super hard-hitting, real honest, and is gonna give you a bunch of real talk. Let's bring on my friend Ankur Jain, the CEO of Built.

Hello, hello.

What's going on? Hello, dude. Let's get into this. Like, I have so much for you, and I thought we'd just jump right in because we're also gonna do something cool at the end of this too. I wanna say, maybe I wanna start with this question. So I went into Ankur's office. It's sweet. It's in New York. And I know a bunch of you all today have been thinking about, how do I create the right team, the right leadership, the right culture, so that as I build my business, I'm not the one doing everything all the time? Tell me in the chat, is that what you guys want? Do you wish that you had a bunch of people who are better than you in some ways and could actually execute? Ankur has them. met a bunch of them. So can you talk to me a little bit about how do you decide if somebody is an A-player or not? How do you find them? And then even back when you didn't have a bunch of capital and a multi, you know, $10 billion-plus system, how do you get them to come over? Talk to me a little bit about that, Ankur.

Hitting the hard questions fast. I love it. Excuse me. Well, first of all, it's great to be in this group because there is nothing that fires me up more than small business owners and entrepreneurs who actually drive the economy forward. And every single day, you know, we get to run our business. But a lot of what we do at Built is think about how do we help local businesses thrive and grow and drive demand and not throw money away. So this is particularly exciting for me to be here, Codie, and I appreciate you having me.

Yay.

I'd say, you know, it's funny, as things get busier, the mistake— this is my third company. I used to run Tinder's product before this, which we grew to the largest dating app in the world. Before that, I ran a company we sold to IAC. Built today is an $11 billion business that we've grown since launching 2022. Right. And, you know, we talk a lot about what did we do wrong at our last companies and what have we done right here. I think you guys all probably recognize when a team is small and it's founder-led, The amount you get done in 7 days is equivalent to like a year's worth of work at a big company. And for the longest time, I always asked myself, was it just that big companies are stupid? Like, how do they possibly not get things done when you have that much money and that many people? And what I realized is that when you're a small company, there's 2 major things that happen.

Mm-hmm.

One is everybody has clear ownership of exactly what makes or breaks with them, right? In a big company, there starts to become a diffusion of responsibility where you think, well, one of us will get it done, or if it doesn't get done, it's not a big deal. The ability to take someone and say, our success or failure of this part of our business leans on you. First of all, that scares away lazy people, right? So you attract great people who want to win and take autonomy. And also, it creates clear ownership expectations. That was one thing. The second thing we realized is that happens because companies start to create functional teams. And this is what you and I were talking about on the podcast, Codie, is the minute you start to have an engineering team and a marketing team and a product team, team, you've just divvied the business up where there's now politics between teams versus when you were a startup, it was you, the marketing guy, the product guy, the technical guy, all in a room together. And so, as our business has scaled, you know, even today with— we have over $100 billion of volume that goes through our platform every year. And even today, every team is capped at 25 people. The engineer sits next to the product designer who sits next to the salesperson who sits next to the GM or CEO of that business line. And we, we hard cap every business line at 25 people because the minute you get bigger than that, you start to build functional teams. The minute you have functional teams, you lose that sense of ownership and people play politics. And so, you know, fingers crossed this continues to scale. But I credit massive amounts of our growth to that owner culture, that founder-owner culture.

Well, I think the other thing too that I love is a lot of times people think, well, I'll just do this when I have more people. When I have more people, I'll put the system in place. You know, when I have more people, I'll hit more revenue. And I love what you've said in one way or another before, which is, you know, just adding more employees, that's almost a problem of your systems Or your function or your incentives, it's not always that you need more people. It's that you need better processes. Will you talk about that a little bit? Because you've kept it lean on purpose.

Probably take it a step further. I would call it the mythical man hours, right? It's like you throw more people at a problem, you actually often get less output, not marginally less output, absolute less output. And again, I always say the reminder is think about your business everybody who's in this room today. I guarantee you, if it was you versus a large Fortune 50 enterprise, your business will get done more with your 10, 20, 30 people than the entire Fortune 50 company would if they went after the same problem as you. That is proof in pudding, right? That is as many people as you can throw at a problem versus a small, nimble team. And it just doesn't work the minute you scale.

I love this. Yeah, it's so good because oftentimes we always say the reason you think you shouldn't is the reason you should. Like, I'm too small, I can't do this. I don't know my product market fit enough, I can't do this. I don't know if we're profitable enough, I can't do this. I'm like, no, no, those are all the reasons, because once you get big, all you're gonna have is more nightmare if you haven't set it up the right way.

Yeah.

And another thing that you talk about that I love, and we talk about this a lot in the Profit First section of our owner-be-owned system is that your cash flow for your business is almost like a protection from having to raise more funding. And so you've been kind of vocal, which is not that normal for people who raise venture capital, of saying, hey, every chance you get, fund yourself and try to set up your business to be profitable as opposed to having to go raise from investors. What would you say about that? What would you tell this group of people about funding? fundraising versus profit increasing?

So I think there is some more— it's a little more nuanced. I would break this into 3 different phases. First, first principle for everyone here: venture capitalists suck. You do not want them in your business early. And the reason is you're fundamentally misaligned to an incentive structure. Venture capitalists are there to deploy capital on behalf of somebody else. And early in the business, all that matters is rapid growth so they can mark, mark your valuation up and move on to the next thing. In reality, when you're starting the company, getting that foundation right, that engine working, is the most important step you can take. Now, there is a caveat to this. Once you have that engine working, then capital becomes dumb money. And dumb money is the best thing in the world because it lets you you put rocket fuel into the rocket ship.

Right.

So it's really about stages. Like, we self-funded this business for 3 years until we got this thing right and really figured it out. Since then, we've raised $1 billion, with most of it sitting in the bank. But it gives me a war chest to go buy companies, play offense, invest in new categories because we have our core engine running. My last startup, I raised venture capital money early. And it killed our business. Like, it was not fun. I followed the quick-win strategy that they tried to give me. And because that's, that's the gambling game they play. 1 in 10 need to work for a VC. But as a founder, that 9 in 10 is me. I can't afford to be a 9 in 10 statistic. And so I think it's really important to know when to raise capital.

It's so good.

I want to ask—

I'm going to do rapid fire here in a second, but I do want to ask you, you know, we have a lot of owners on here that are trying to figure out how to get to their next profit level and like what to tackle next in their business. You've done a really interesting job of thinking about product and pricing and the way that you built. How would you talk to an owner who's like, gosh, I don't have enough margin in my business? Like, I want to increase How would you think about that as a multibillion-dollar founder?

Look, I think everybody has a different outcome they're looking for. But for us, we're obviously here to go as big as we possibly can. And so to me, there's an element of how do you focus on the biggest problem and win distribution and scale fastest? Because if you focus on the margin too early in the business, you're Business, going to be stuck. you can sometimes shoot yourself in the foot from being able to scale. And these network effects are real. I mean, just take a stupid, simple example. A restaurant that opens, if you took your time to let it go, by the time it's 3 months in, you've already lost the cool factor and the buzz. And there is a little bit of that self-fulfilling prophecy of momentum. And so my advice is always when you're entering a new market, that new phase of growth, Pick the problem you're solving and say, how do I move so fast to win distribution? Because you can always increase margin over time, right? But if you lose the opportunity to capture market share, you're just giving competitors time to catch up and copy you. You lose that momentum. And on the flip side, momentum begets momentum, right? And so I think sometimes it's just about how do you move fast and win the deals? And then you can kind of come back once you have that engine running and continue to drive more profits.

It's such a good point. I think it's, you know, like a lot of times we are set up wrong. We think that fast equals risk and we don't actually realize the risk to waiting, that every moment that you don't move faster, somebody else is coming in and your business has sort of this like natural lifecycle degradation. If you aren't moving, it's like gravity.

Gravity pulling you down unless you keep accelerating forward. And every time you slow, it becomes harder to reaccelerate. And so, you know, that, that momentum is everything.

What do you tell yourself and your people when they're scared, they're not moving fast enough, you know, they need them to go fast enough? What would you say to some of the owners here who need to move faster?

I mean, listen, I don't think I have to say this to a bunch of owners because you You can't sleep when it's your business, right? Like, this is, this is the shit that runs through our head all day and night. It's our life and our business is kind of one and the same. I think the minute somebody on your team doesn't share that sense of urgency, they're not the right fit for your team anymore.

Yeah.

And being really disciplined about that as a company and a leader is, I think, critical. Like, and that goes back to the very first thing, Codie, you said is if your The minute your team acts like owners because they have clear ownership and responsibilities, your business will thrive like a team of owners. The minute they act like an employee and they go into a functional team because you didn't have a system to pull people into that small startup mentality, like, you're dead. And so that feeling of ownership is not just at the top, it's got to be all the way down, including that sense of urgency.

It's so good. I remember one of my favorite mentors And then you said this to me before when we've spoken, the faster you move, the more money you make. And I remember one of my mentors said, you're not as rich as you want to be because you haven't moved as fast as you need to. And I thought, oh, that hurts, but it's true.

So that old saying, like, the rich get richer a little bit, it's because there's an element of momentum and compounding. And ignoring that, I think, would be, would be a miss, especially for businesses that are trying to compete In today's world where anybody can now start a company with so much, you know, the internet and technology, it just— you have to move faster than ever before.

It's so good. Well, Ankur is busy and running fast, so I actually want to do something really cool with him, which is I want the team to get ready because Ankur's kind of hooking us up with something today. Should we tell them what we're doing?

Well, listen, there's, uh, there's nothing more— the only part of running a business that's painful, in my opinion, is you have to go home and still pay the rent. And so we try to take a little bit of a burden off some of the team over here. And we are going to be giving away to 2 audience members.

Let's do the sounds. Let's have Andre have the full picture. We want the fireworks. We want the stamps.

We are here to give away— 2 people in the Odo community are going to get their rent paid for the entire year. So we are very excited about this, and thank you, Codie, for supporting all of you as owners. And hopefully this is helpful for some of you.

Yay!

Yeah, well, the other thing is, and I need my slides, guys, to show up on the end of the Anchor Built section. But you know what we thought about Anchor? We realized, and you and I talked about this, and your team, where do most businesses start? In your house, in your garage. I mean, if you look at this beautiful slide prepped for you, but fuck's sake, guys, But where do most of these big billion-dollar companies start? Like, Meta is in a garage. Facebook is in a garage. And so it's not just that we want to pay your rent. We are going to pay 2 owners' rent today. But we also, hopefully, are giving you the legs you need for you to run your business, take more risk, go faster. And that is because Anchor has built a business big enough to provide for more humans just like you. So let's call out the names of the winners here. Ankur, these are our guys. We got Gabriel and Linda. Congratulations. Thank you, Built. It's also a sick company. If you guys are an owner and you're not already on it, you should be. You're the man. Thank you for being here live with us.

Thank you for having us. Thanks, Codie. Good to see you.

Thanks, Ankur. Bye.

Bye.

Okay. So, I love this so much. Ankur, like, we squeezed in his schedule. We got him in. last minute because he's runnin' around New York doing what you guys are doing, trying to grow the business, move faster, go further. Now, the cool part is he's not the only billionaire founder that you're gonna hear from today, but I wanna talk about something really quick. He like triggered something in my mind. Tell me if he did this for you too. Like, I think when you're new in business, everything is expensive, 'cause it's like a decision that you have to make when you're small. But I want you to think about something. The $5 million owners, they're paying right now a lot in their room, in their choices. Why? Because they're already entrenched. Remember how he says the bigger your business gets, the harder it is to change up your systems, to do what we're talking about here. As a solo founder or a small business, you get to skip that bill entirely. So I wanna talk to a specific group of you for a minute. If you have a small business, you're solo, maybe one other person, maybe it's a side thing you do at night, maybe you're a year in, or I don't know, you're trying to figure out what to do next, I've watched you in the chat all day. And I know a lot of you guys have been saying things along the lines of, this is great, but it isn't for me yet. And I thought about this with Ankur. I was like, I gotta tell you why this is exactly backwards. Because every owner here today doing $5 or $10 or $20 million has the same problem, and it's not the problem that they think they have. They're paying to undo decisions, a smaller version of them, made under pressure. And tell me this, owners, for you big guys, if this is true. Like the price they set 6 years ago because they were scared to lose the deal, and now the whole company is built on that number. The first hire they made in a panic who is now a department head. You know, the customer they took because rent was due who now eats a quarter of their week? That was survival. But every one of those choices hardens as you become an owner and you get bigger, and it costs real money and fights to change it. So here's what that means for you. You are standing at the cheapest moment you will ever have to install this system. Nothing has hardened yet. You have no legacy pricing, no wrong hire, no process everybody's attached to. maybe no team who does it the old way because that's how it's always been done. You have a blank page, which is such a gift, and a system that took me 15 years and a lot of expensive mistakes to write down. So at this point, I just want you to realize changing your price now takes an afternoon. In 6 years, it takes 90 days. So I want you to kill the thing you're telling yourself, which is just because you're small, or you're solo, you don't need systems. With love, you are the most bottlenecked person in this room, not the least. You are 100% of your company. You don't need less of this. You need it more, and you need it before you hire a single person, because whatever you do by hand now is what you'll be teaching badly later. So here's the part that actually matters to you, and I think it's different to you than others. At $10 million, we gotta find your leak. You need the order of operations. Your real problem is not that you don't know what to do, it's that you know 18 things you could do and they all sound reasonable and you've been doing a little research on all of them for a year. Like 12 levers in order. What you fix first, second, and what you have permission to ignore. That's what you get from this stage. Not 12 things done at once. Please dear God, don't do that. But if you're small and if you have any revenue at all, even a little, even messy, then run the numbers with me. Your prices are almost certainly wrong. Your best customer type is probably not the one you're chasing. Those 2 alone at your size are gonna change your business forever because your business is small. And so I like to proselytize this to you because $200 a month, $500 a month, but you get to install it early. I wish I could have gone back and done this 15 minutes ago. So we've just given away rent to 2. I want to actually help the next generation of owners become as big as you want to, maybe even as big as Build, maybe as big as what we've built. And so if that's you, remember what your move is. Dashboard, green button, or ownersystem.com. You will never have a cheaper install than this, and it'll never be cheaper than today while you're still small. We've now since doubled. So I'm gonna do a quick video, then we have something really cool for you. But if you know that you're not moving fast enough, if you know you're too scared of risk, if you've come up with all the excuses and the reasons, then you know what to do. The question is just, do you want to be the type of person That continues to wait, or do you want to be the type that takes action? Let's throw to this video. We've now since doubled our revenue this year, 9 months now, less patients, but we have more revenue. Before working with Codie, we didn't really have a good system. We didn't have a right way to find people. We wanted to find the A-players, but before working with Codie, I didn't know what an A-player was. It's been so helpful for us to be told the right way to reach out to people, the right way to speak to people, use the right verbiage so that people were attracted that came in that were already A-players. I would say a non-negotiable process that we use right now is the hiring matrix. It's been just a game changer. We felt stuck before starting to work with Codie and her team. We were trying to figure out a way where we didn't have one person being the only person that did all this stuff, that we could take a break, we could take a vacation. Now, since we've been working with the team since January, we're in September, and we've We've been able to build a system that we can step away, and we're taking our son to college in California. My husband and I are running a business, and so to be able to together take our kids on vacations has been huge this year. Back up to the main stage here. What's going on, guys? Thanks for letting me have potty breaks. Pregnant women need— we need potty breaks, so I appreciate that. And I appreciate all you guys, all you new owners. I want to celebrate you. Like, you are the reason we do everything that we're doing here. Without you guys, none of this makes sense. I don't do this for the people who are just viewers and just want to win prizes. I give you guys gifts and giveaways because I respect you being a builder. I'm not really here for the people who just want free things. We call them the curious, not the serious. I'm here for the people that actually want to bet on themselves. You are interesting to me. And everyone else, I wish you love, but you're not my people. My people are the ones that come into the Own or Be Owned system, and they take that risk, and they open the second store, and they jump on the opportunity to go and apply something that most people will just spend their life talking about. Like, I get off listening to an anchor. Don't you guys? Tell me in the chat. I'm so excited listening to you guys, 'cause I actually know that you're more capable than you think you are. And that's not some, with respect, 'cause he's a buddy of mine, that's not some Tony Robbins thing. This is like, it makes me really sad, but the number one reason most owners don't win, you wanna know why it is? One is you give up, that's why. 2 is you don't actually know what you're doing, you're guessing. It's not that you're working hard, actually. I think people who are willing to be on a call for this long, willing to do all this, You're hard workers. That's like no denying it. But the third reason is you don't move fast enough, you don't take enough risk. And I say all this really intensely. I'd like to be your business bully, and I like to bully you into accountability because I was you. It took me 15 years of working for other people before I took the risk on myself. I would have lapped Anker by now if I had moved 15 years ago, but I didn't. So I want you to really think about this. If you haven't actually made the move, why? And I'm like so excited for the next gent we have here because he's gonna teach you a lot about moving fast. 'Cause this guy, one, he took pain for a long time like a bunch of you business owners. So you don't know his name yet, and I'm not gonna give it away, but he ran a company that wasn't profitable for damn near a decade. He might correct me. Maybe it was 8 or 11 years. I can't remember exactly. This platform, he ran even when his team didn't believe in it, even when some of the people left, when investors, a famous one even, told him, no, you're not gonna make it, and I don't wanna invest in you. I won't out who it is, but Peter Thiel. And anyway, he said it publicly, so I think I'm allowed to say it. And what I love about Amjad is he says, obsessed with you, the little guys. Like, I've actually gotten to know Amjad pretty well, and he is obsessed with helping the little guy win so much that he is now responsible for $300,000 of the giveaways we're doing today with you guys. I want to bring on board a man who's going to bully you into moving faster, who is going to bully you into taking some risk, and who understands this miserable, often game of ownership. I want to bring in Amjad Masoud.

Thank you.

the CEO of Replit. Can we please give a big round of applause?

Everybody give him a little wave.

Give him a little hi, what's up? You've got tens of thousands—

Hello, guys. Hello.

So, Amjad, you've got tens of thousands of people here. They're all so excited to speak to you. And if you guys don't know, Amjad's the CEO of Replit. Replit is now worth, last I saw, $9 billion in valuation. Also, I invest in him, so that's sick. He gets to do all the hard work, I get to benefit.

You invested like 10x ago, so.

I know, I love this for me. I do love this for me. But what I also love is how long it took you to get to your first profits. Now you're doing billions of dollars. You've given away $200,000 thus far in Replit credits this crew. So thank you for doing that. And I want to start, I guess, with this question, which is, you had 6 employees. Somebody put a big fat check on your table. You said no. What made you keep going and bet on yourself and take more risk?

Look, it's I think when I look at my life, I think about it as a story that I'm writing. I think of myself as an author of a story and think about it in terms of, you know, long after I'm gone and someone is reading my story, what would make it more interesting?

Oh.

Is it that, you know, I took a— you know, I sold my company for $1 billion? Or is it the story of someone who turned down the billion dollars built $100 billion, a trillion-dollar company, and more importantly, empowered millions of people to build companies. And that's really what Replit is about, the mission. It's about all of you. It's about, you know, the excitement that I get from meeting entrepreneurs that built a successful business on Replit. That's more meaningful than anything. And look, if I took the money, you know, I would be another You're a rich asshole in Silicon Valley. There's plenty of us over here. But building something meaningful is what life is about.

It's so good. And you know what's crazy? It sounds cheesy, except if you get to know him, he believes it. And so I think, you know, I remember, Amjad, I was talking to you. Maybe I was in your office for that event, or I was on the podcast, and I told you my mission. And I was like, I wanna create a million small business owners, and I was pretty proud of that stat. And you kinda looked at me, and you said, huh, why so small? And so, so I want you to kind of change our mentality on here too. I think as small business owners, sometimes small infects our thinking. How would you break somebody's mind of small, like you did mine?

Yeah. Look, I think there was a time in which people talked about the difference between a bootstrap business and the difference between a Silicon Valley venture capital-backed business. I think that's gone. I think there's no reason for a small business to be a big business, to make revenue.

Yeah.

Look, when I used to go to parties in Silicon Valley 10 years ago, people would go up to you and it was like, how big are you? And they're not asking about your revenue. They're not asking about your profits. They're asking about the number of employees that you have. Why does it matter? Why does it matter how many people I employ? What matters is the impact that I'm having, how much revenue I'm bringing in. The New York Times printed a story about this entrepreneur, solo entrepreneur, that he's on his way to a billion dollars in revenue. It's this startup called Medvy that's built on Replit. And that's like, I'm incredibly proud of that. He's making more revenue than us. Which is great. And so there's no reason why a company that gets started within the means of the entrepreneur initially, but right now you can have infinite number of employees. We call them AI agents. There's really no reason for you not to scale very quickly. the book of management is being rewritten. I think you need to learn timeless principles like you have in the 12 Ps. Am I breaking up? Am I good?

Yeah, it's just a little like disco lights. Yeah, it looks great. But we can hear you perfectly. I can hear you fine.

Yeah, I mean, what I like about the book is that it gives you timeless advice. But the thing is, The book is being rewritten, rewritten by all of you. There's no reason to kind of think in this, in this way. I'm starting a little small bootstrap business. Maybe you started small at first, but there's no reason for why it couldn't grow and become a billion-dollar business.

I love that. It's so true because I think sometimes it can— it doesn't sound as sophisticated or sexy to be overly optimistic, right? In Silicon Valley more so.

Mm-hmm.

But I think a lot of times, we're like, be realistic, be safe, be careful in your business, and we have to break through that. Now, I love the way that you talk about this for many reasons, but I also love how you, like, you basically have said multiple times in your business that a CEO is like a router, and you have to decide what comes through, how to determine which decisions to go to next, And at multiple times in your business, you said, we're not adding more humans, actually. We're not adding more employees until we figure out what we need to work on. And I love that for this crew, because sometimes we, we don't scale because we think, well, I'll do it when I have the next person, or I have the next revenue level, I'll have whatever. What would you say about the decisions you need to make and how you decide what decisions matter in scaling a business, Amjad?

Yeah, but to your, to your Previous point, self-talk is very important. Like, I think, you know, we are the function of how we talk about ourselves. And so, like, hype yourself up even when you're alone. Like, even when you're in front of a computer, it's like, ah, I'm gonna be super successful. I'm gonna make it. I mean, that gives you, that gives you self-confidence, and that's super important. In terms of, like, how to run a company, you know, I published this blog post I call it The Self-Driving Company. And I think more so than ever, the CEO is a router in many ways. It's a router for capital. It's a router for resources. And there are a few decisions that you need to make as CEO that are crucial for the business. And those decisions you need to take very seriously. But for the most part, your job right now is to democratize access to the tools, right? So for example, at Replit, we use Replit in a very unique way. Unique way where we run the entire business on it. All of the data is open source internally. If you're a data analyst, if you're an engineer, if you're a salesperson, frankly, if you're the janitor, you have access to all the data. I mean, within some privacy constraint and all of that, but you have access to the data that you need to do your job better. There's no reason for you to go through the traditional communication chains where you escalate to your boss and your boss's boss, and then that goes down to their reports, to their reports. You can just self-serve. You can build the software you need to build. So I think your job as a CEO, first and foremost right now, is to have a small team of of superpowered people. You need to give them all the tools necessary to execute in their job and remove all the bottlenecks. And that will make your life a lot easier because when you're spending all this time connecting this person to this person, this data to this person, you're not spending time on the really crucial decisions. And every now and And then there's one decision that, like, the business— like, the entirety of the business comes down to that one moment, like selling the company, like raising capital, like expanding faster than you thought you will expand. And I think Jeff Bezos has this way of thinking about decisions that matter.

Mm-hmm.

He calls it a two-way door or one-way door. Most decisions are two-way doors. You should try it anyways, right? You can always reverse. You can always reverse course. There are some decisions every now and then that are a one-way door. If you do that, it's like if it was the wrong decision, you've screwed big time. If it was— so figuring out what those decisions, what is the one-way doors, and spending most of your IQ research hours, most of your agent tokens on sort of figuring out and making out the right decision there is important.

It's so good. You know what, it's funny, I've been talking to the team about that a lot, and a lot of the owners here. I think we, we spend so much time delaying a decision that is a two-way door, that is a no-brainer actually in the long term. It's like, wait, wait, why am I even pondering this for one more second? I would have to be kind of dumb for this to not work out in some way, and yet I have allowed mental masturbation to creep in, and mean that my small talk, my self-beliefs, are holding me back from the stupidest decision of all time. That if I don't like it, I just keep going. It doesn't affect anything. So that's, that's so good. You know, I want to think about also, you know, before Replit was Replit, like really big and known everywhere, before the valuation and the press, you had to recruit in like one of the most intense markets. You had to recruit customers, you had to recruit, uh, and you couldn't pay them, like, giant salaries, like all the people that you're competing against. You were, in many ways, the little guy in, like, this big, huge pond. And so I was curious, like, what do you tell the business owner who thinks, I can't hire A-players, or, I'm not ready for that next step, or, that won't work in my market? Like, how do you push back to that, or how did you?

The best recruiting movie or book, depending on how you like to consume your media, is Moneyball.

Yeah.

It is the story about this coach that takes like a rinky-dink basketball team and makes it one of the best in the world. And the way he does it is by finding people that spike on talent in certain ways and have major drawbacks, right? So initially when I was recruiting, I was going after like the people that were like working at Microsoft and Google. I want to hire these guys. And, and like Actually, not only is it impossible to hire these people, when you do successfully hire every now and then, you realize actually these people can be lazy. It's like they show up to our offices like, where's the sushi lunches? We barely have lunch here. I think that you need to find these underpriced assets and you need to develop a taste for talent, especially now when you can accentuate everyone's talents and make up for their drawbacks using AI and AI agents. You can find— I mean, it comes down to personality, honestly, in this moment. Are they hungry? Do they believe in your mission? Do you enjoy working with them? Are you gonna go through the grind with them? Are you gonna go through the darkest times with them and you're still gonna enjoy it and be happy you're going to work every day to spend time with that person? This kind of stuff is, is, is way more important because look, starting a business is hard. You need to just accept that it is hard. If it wasn't hard, then everyone would be an owner. But the reason that you are less than 0.1% of the population of the United States here on this call is because you've accepted that there's some amount of pain that comes with that. And so, you want people with you that are zealots.

Yeah.

You don't want fair-weather people that will quit at the first sign of adversity. So, that's the main thing I would test for. And by the way, look, I've hired my family initially. My wife is my co-founder. My brother is one of our first hires. And then I hired a 19-year-old kid that dropped out of high school. He was a great programmer. I found something in him that was very good. So, you don't need to overthink it, but it's important, the loyalty, the zealotry, people that will go all the way. And they're still with us, all these people that I hired initially, 10 years later. It's so good. I made a lot of money, so it was worth it.

Isn't that funny, though? It is like, you know, I think all the riches lie on the other side of some risk. And so, like, a lot of people, I think, don't take enough risk for the life they say they want. Or like, you don't take enough risk for the business you say you want, or for the CEO you wanna become. You know, you expect to be able to do normal things and have an outsized result, and that's not really how it works.

Look, I mean, you're— you— I mean, you could speak to this more than anyone. I mean, you had such a successful career in finance before you decided to kind of take on this mountain of pain and start a business and then, you know, start inspiring others. It's easy to just exist in this world and make a living, but if you want to do something special, unique, have a great impact, you have to take on this mountain of pain. and get rich in the process. It's not for everyone.

Yeah, it's so true. And you know what else I was thinking about, too? I love what your take is on talent, because, you know, I was talking about it with, with one of my CEOs, and, you know, we were laughing because, you know, after— you know, probably the same thing with you. People, like, might leave your company, and then all of a sudden they go, oh, well, that's, you know, I'm how Codie made her first million— $100 million. I did it here. And you're like, you know what's funny? It's like the knife saying they made dinner. You know, a knife is one aspect of a way that dinner is made.

Right.

But a lot of times, the hires that you guys want or need in your business, you don't want them from the big companies. Like, you don't want to take systems from the big companies, because they're at a totally different level of the game, and you actually don't want to hire talent from them, because Lord help the Facebook engineer who was a lead across an entire business, who now has to do all the coding in a certain segment of Amjad's business with no support, no sushi, no whatever. So I love that. It kind of flips the script.

100%.

OK. I also wanna talk about— this is a little heartfelt, but you have had a hell of a career and are an immigrant and have really been through the full human experience, the full American dream experience, and then founder experience. And I thought for a second, you know, you could talk to one of the owners in here. Like, there's an owner watching right now, and they started their business to sort of become this founder and build the business that they wanted to. And instead, they built a job with bad hours and a worse boss themselves. And, you know, every year they keep working harder in their business, but they know that something Something's wrong. Like, based on everything you've built, this owner that's in here, what would you tell them? Like, what do they need to change and do, and how do they need to talk themselves in the next 30 days to not have next year be the same as this year?

Well, first of all, I want to recognize that you are, you are taking on a lot of risk. You're taking on a lot of pain. It's something that we all should be thankful for, the existence of entrepreneurs. Entrepreneurs built this country. This is a better example than any other country. There's something deeply ethical about entrepreneurship. It's how we get new inventions. It's how we create jobs. It's how we make the economy more dynamic. It's how life gets a little more meaning. When I go to a restaurant and I see the owner putting their soul into it, like the famous Netflix show, like, um, uh, Hikaru Dreams of Sushi, you know, it was just something like that where it's this guy that it's like you could tell that he's putting his entire heart into the sushi meal. It's very different than going to McDonald's. It's just like, you know, uh, mass-produced junk. Um, so, so I, I, I want to recognize that you— and you should understand that you're in many ways you're doing the world a favor. Um, and so you're adding value to the world and you're taking risk. And even if you fail, you've done something commendable.

Yeah.

And ethical. So that's one. Two, I wanna encourage you not to quit. Quitting is the easiest thing in the world. And no judgment on people who quit. Sometimes it makes sense, you have bills to pay and all of that, but it's so freaking easy to quit. It's the easiest thing in the world. I think about quitting still till this day. Sometimes with Things are really bad. And like, you know, as a CEO, you get the most filtered crap inside your company because any problem that was solved, but that is solvable by someone else, is already solved. So you get the hardest things. And I'm like, sometimes like, why am I doing this even? You know? So just recognize that everyone gets these Thoughts. Everyone has doubts about quitting, even the most successful person. And eventually they do. Like Jeff Bezos, he's in hot tubs and things like that. But, but, um, but everyone gets those, even the most successful. The job doesn't get easier. In many ways it gets more challenging, but you have more resources over time. It's sort of like weightlifting or any sort of athletic thing you do. It's like if you want to go to the next level, it's always more challenging, but you can lift more weights. That's how, that's how entrepreneurship, uh, is like. And, and finally, I want to encourage you to view this moment differently. I know everyone says this moment is different, but truly this moment is incredibly different. I think we're living through a renaissance of entrepreneurship, a rebirthing of the American dream. The whole— the books of business is getting rewritten fundamentally. The books of management are getting— we need new inventions. We need new ways of doing things. And so, even the thing that you're working on might not work today. And that was the case in the case of Raplet. It might work tomorrow with fundamentally new AI capability coming online. So, so, so keep at it. And I think if you show up every day and do your best work, eventually you'll be successful.

It's so good. Can we give Amjad a round of applause?

Thank you.

Yay. Okay. I want to do something really cool for the last 30 seconds here of this. I think that we should do another giveaway. Amjad, what do you think?

Oh, I mean, that sounds good to me.

Okay. Oh, we've got Amjad. So coming back out again. So this is how we do it. We turn up the fireworks, we get the foghorns going, because these people have been on for a long time.

Okay, awesome.

And thanks to Amjad and Replit, we're gonna give away— 1,000 more of you right now live are going to win $100 in Replit credits and 3 months free to build everything that Amjad was just talking about. Can we give him a round of applause?

Okay, cool.

That's the least we can do.

Yes.

That's the least we can do. Well, what's really cool is we'll see the winners' names all stream across here for a second, but these people are owners and builders who are going to take this into their business, build it, use the OwnerBeOwned system to do it, and it's because of you. So thank you so much. I want to congratulate our winners. Let's say thank you to Amjad.

My pleasure. And I'll kind of leave you with this advice. It's easy to— I still do things manually when I should be using AI. I would just like, you should have a bias to go build things whenever you have a problem. You'd be surprised what you'll be able to get done with Replit and AI. So I think it's a fantastic tool for all sorts of businesses. Regardless whether you're doing something digital or you're doing something— you're opening a store, you can run your backend, back office. You can do a lot of automations. You could gain a lot of efficiency. So I'm really excited for all of you. And thanks so much, Codie, for having me.

Of course. And Amjad, I want to do one more thing while you're on the call. So obviously you guys will see all your names. It'll be on the dashboard. Remember to click your dashboard. That's where you do everything here. And also we're going to do something else really crazy. That was Amjad's idea that I love, which is that we're actually going to fly one of you out to their headquarters in San Francisco to learn how to build with AI. Their headquarters is sick. You'll learn from his team and you'll get to build it live. So we should do that right now too, don't you think? I think that deserves a round of applause.

All right, let's do it.

Okay, good. And they'll give us a, a name. I don't know the name, but this is how you're gonna feel when you fly out. Oh, this is where OXO dances too, I think. Do we have the name? Sweet, give it on over. Okay, we've got the name. The name is Miranda Wood. So Miranda, let's give you a round of applause.

Thanks for a good job.

Way to go, Miranda. We expect dancing in Amjad's office at Replit.

Definitely. I'll jump in and dance with you.

Yeah, exactly. Also, Amjad, we did a bunch of the little— you can't— I don't know if you guys can put back up the OXO down at the lower third, but we actually designed— but we like used Replit plus a little bit of Higgsfield to do a bunch of the graphics and to do a bunch of the connections. So this is our Replit OXO. Yeah.

I know.

All right, tell Amjad he's the man. Thank you for being here. You inspire me and all of us. I appreciate you.

Thank you so much.

Thank you so much, Codie.

Thanks, everyone. Good luck.

Yay. Okay, cool. How cool is that, you guys?

I don't even—

I've actually lost track of how much money we've given away. I think it's been over $1 million now, and we're not actually done, which is unhinged. But we were thinking about it. So you know how I want to do a couple different things here. I want to go through some product stuff, because, you know, Amjad was talking about a couple things that got me motoring. Here's what got me motoring. In the age of AI, I was actually on the other day on a livestream with 430,000 people all building live, and here's what I realized. There's everything you can build, and then there's what solves the actual fucking problem. Here's the problem with most people. They're wasting their time on building things that don't make you money or revenue or profits in building. So, I want to turn to the product section of our workbook in the Own or Be Owned system, and that is all located on your dashboard, but you'll kind of see— remember we talked to— Braden was the man. Braden didn't even know 2 billionaires were coming on.

No.

But they ended up, so this is what I was just talking about. Everything we could build, everything that actually makes us money. Earlier I was talking about making sure you kill some of your babies like Google does. This goes into your playbook. But what I wanna talk about, no, I think it's right here. What I wanna talk about is I wanna talk about how to decide what to kill. And so we're gonna go back to tools, and I know that sometimes it's hard figuring out how to narrow the focus, but I've gotta get you guys to focus because haven't you heard from Amjad and Ankur? One, are you taking risk? Are you taking two-way door decision risks? If it's me, the two-way door is own or be owned system. I think you're crazy to not understand what to build now and then apply AI on top of it. I think that's crazy and a little sad because I think a lot of people don't take enough risk for the life that you say that you want. But I also think you're probably doing it in your business. So I wanna go through another tool. This one is actually located here that I don't think we've talked about yet, which is the Kill Decision Sheet. And, whoo, I'm gonna get rid of—

That's okay.

Yeah, sure, come make it full screen. Also, after this, I want to make sure that it's on here. I haven't even showed them the leadership scorecard and the org chart, so maybe I'll have you stay out here with me. Okay, so the kill decision list. Right now, you have too many things to do, right? Give me a yes, I do if that's you in the chat. Too much to do? Let me know if that's you.

Yes, I do.

Okay, then the real question becomes, what are the 1 or 2 things that if you do change everything? What are the 1 or 2 things that you do change everything? And what should you stop doing immediately? So inside, this is going to live in your product section of the Own or Be Owned system. You're gonna have a kill list. Remember how, like with Brayden, I should have pulled this up with him, we were talking about what businesses to kill or keep. Well, what we're gonna do is we're gonna analyze your businesses to see, hey, or your startups, or your side hustles, you can do it before you've even grown, what kind of revenue will I give up? What kind of margin this is killing? And how many hours per week do I free up if I do this? And I want you to think about this, because for instance, Janie, I think, asked, What about workshops, right? So I pulled up the same loaded sample that I used before, and I pulled up workshops in particular in this example, not because hers— her business is different, and we haven't analyzed her business, and she hasn't put this in the Owner Be Owned system. Although I think— I don't know if Janie joined us in the Owner Be Owned system, but you definitely should. What I've realized is that once you put a revenue number on the decisions you're making, it's a lot easier to decide what to do next, right? So how many of you guys right now are probably doing something that's not making you a ton of money? Like, how many of you are— what are you guys spending $200 to $500 a month on right now that's kind of dumb? Tell me in the chat. I'll tell you first. I have a subscription to Rent the Runway. But I always forget to send them back, and I never actually rent anything new. That's the dumbest thing humanly imaginable. Coffee, software. I say that coffee is allowed. Hair extensions? Oh, hair extensions. Okay. Hey, yeah, that's probably not going to make you a ton of money. Okay, I like it. Marketing. Eating out. Non-used gym membership. So here's my point in life, guys. Inside of your business right now live 2 kinds of decisions and 2 kinds of capital that you're wasting. One type of capital that you're wasting, I don't know why it keeps doing this, Linds, do you? I just want one sheet up, not 2.

Uh-huh.

And just get a blank one up. Inside of your business today, there are usually the decisions that you're making that are costing you revenue. That would be like, I want you to use our owner kill list, and anywhere your business actually has decisions that are not making you revenue, we're gonna cut it. But also in your life right now, you're making $200 to $500 decisions that have zero ROI, right? And then you have a $200 to $500 decision right now that has a positive ROI? Let me ask you a question. So over here we've got, I'm gonna say coffee's fine, 'cause I love that. But we've got, I love it, they say we love Lindsay. But we have hair extensions, which by the way, don't feel good, bald you, and cost a lot of money. Okay, I think that's a good one to get out of here. A lot of you guys put software. We actually have an entire process for you to run through in our profit section, which is called Find Me the Money. And I think at our last group gathering on this, it was $7.6 million we found inside of 50 owners' businesses just from looking at the expenses in your business, right? So there's all these little things Like silly things you do. There's probably vendors in here. And for a lot of this, this is decisions. The ones you don't make often cost you more than the ones you do. Give me a, that's me, if you know that. Like, man, I actually don't move fast enough for the amount of money I want to make. I don't take enough risk for the amount of money I want to make. That's most people, so don't feel bad if that's you. Just change it. What is one small action you could take that would change your trajectory of your business and of your decision-making? How do you bet on yourself? Because I love what Amjad said. This is a multi-billion-dollar founder, and what does he say? He says the way you talk to yourself is super important. He says 2-way doors, you should move through more often. He says take more risk. That's where all the riches are. He says, I know it's scary and hard, But that's why you have a community of owners, just like we have now with Owner Be Owned System, to do exactly that. Now, on the other side, let's do some math. Let's talk about the payout for the Owner Be Owned System. So, for $200 to $500 a month, what are you actually going to change? If you're gonna do it, I wanna make sure you actually make money with Owner Be Owned System. I don't want you to join us if you're not going to make money. Do you hear that? I don't. Love you, don't need the money from this. As you already heard from Amjad, he's already 10x'd me, I'm good. So how are you going to make money if you join the Own or Be Owned system? Tell me in the chat. Are you gonna be able to, are you gonna be able to make more than $200 to $500 a month with this system? You tell me. Tell me how, if so. For sure, by taking action.

What else?

By making sure I actually grow my business by holding me accountable, by finding the low ROI, by using the calculators and the numbers, by knowing what to sell, by nailing my avatar, by pricing correctly. Yeah, please God, let me help you raise your prices. I can almost promise you every single one of you is priced incorrectly. I see a lot of right pricing. By having a system, Instead of guessing. Good one. Angelique says pricing by increasing business wisdom. I like that one, Ryan, because we all realize we can learn from a different mentor, right? I haven't built multiple billion-dollar businesses yet. Why do I bring on Ankur and Amjad? Why don't I just talk to you guys? Well, I've built 9-figure businesses. I haven't hit multi-billions yet. So what do I do? I go and I talk to them. I listen to them. I invest in their businesses so that I can learn from them. I'm not going to make all my money from Amjad's business, but I'm going to invest in him because I want proximity to that guy. Don't you guys want to be closer to him? Don't you want to be closer to me and Mark and what we're doing here? Of course you do, because you realize that's where all the money is, right? Why would you come up with all of this yourself when you could actually steal somebody else's homework. That's my point. I want you to steal our homework. Amjad brought something up that was nice of him to say, but he asked me to invest in his company, which is weird, 'cause he's got a multi-billion dollar company. But one of the reasons he did, and I was like, yes, absolutely, is because he was like, he kinda said in the beginning, I did the finance That's where I made a lot of my money. But we chose to not just go build a bunch of businesses and build another private equity company. I certainly could have just done that, kept all the information for myself. Instead, instead, we teach other people how to do it. Why do you think that? Probably if I just ran my own businesses like a Resi Brands, which has 700 locations, like Biz Scout, 175,000 locations, I could make more. Like, do you think probably giving away all the sauce isn't always the best way to make money? Like, do you think selling a system for $6K as opposed to my Resi Brands franchises, which cost $75,000 to $140,000 per, plus I get a lifetime percentage of royalties on it, which one makes me more money?

Resi Brands.

Resi Brands, right? Franchises. Now, why would I give away my systems that I use in our franchises to you guys for $6K. Am I an idiot? Some days, yes. But why would I do that as opposed to just locking you guys in at $140K plus a percentage of my franchise revenue forever? Why? Because isn't that a good fucking story? Wouldn't that be like a reason why to build something and live? Isn't that like a little bit more interesting to do it for the plot than to just go make as much money as I can because another rich, like Amjad said, asshole in Silicon Valley with the plane and the Gucci or whatever people wear these days? I don't know. And so that's why we're doing this here for you. If you're like, why would Codie stay on pregnant for this long to talk to us? It's not 'cause we're struggling to get tens of thousands of people on here. It's because I actually think that if you took a risk, you let us help you, you'd build a bigger business, And I might matter to your journey. You might remember in 10 years from now that without contrarian thinking, you wouldn't have the $10 million, the $100 million business. And that we might even get to chuckle a little bit. Like Amjad, did you catch when he laughed? I love that part. He actually laughed when he said, one of the companies on my system makes more revenue than I do. Did you guys catch that? She means it. I want that. So far, I've had one person that has made more revenue now in their business than I have. And I taught them how to do it. Do you know what that feels like? Do you know what kind of like abundance you have to have to do that? That's what I want for you guys. That's why I refuse to even give you the Owner Be Owned system without you donating 127 books. Why? Because it's too free. It's fucking cheap, you guys. It's too cheap for you guys. You have to plow into the next generation just like I'm gonna do for you. Because otherwise, then what? Are we just a bunch of rich assholes that only help ourselves and only do things for ourselves? I find that so uninteresting, don't you? Like, if you're gonna go double, like, quite honestly, I think about it a little bit like this. Let's say right now, woo, God, I love this thing. Let's say right now, in your business, you use our Own or Be Owned system, it costs you $6K. I don't think I'm too much of an idiot, but let's say that we get your pricing mechanisms right, and we know, do you guys remember what percentage of business owners are underpriced?

80%.

80%. So probably, even if you don't have a business yet, before you go start one, I'm gonna help you make how much to start? Are you gonna be able to make $1,000 probably with your brand new business venture?

Yeah.

Okay, so if I help you increase your pricing, the average price is— company is underpriced anywhere but 30 to 300%, that means I'm making you guys at least $300 to potentially $3K. Okay, cool. We've just basically killed half the price of this just with pricing. Now let's say persona. Now I'm gonna save you some pain too. You guys are gonna go out, you're gonna find your next customer, and what you're gonna realize is your first customers, because you priced them too low, plus remember you've heard all these products and pitches from people and they're not great yet, your pitch isn't great. So what does that mean? That means probably you underpriced and you have no recurring revenue. And because of that, you're probably that $1,000 you're only gonna get paid once. But because I'm gonna teach you with our system, and you're gonna have the Owner Beyond Pricing Plus Persona System, you're gonna take this, what did we decide? We're gonna have you make $1K in 30 days?

Okay.

You're gonna take that $1K, and 'cause I'm gonna help you do recurring revenue, and because I'm gonna help you sell things to richer people, you're gonna turn that into, let's say, $3K, and then also, you're gonna turn it into $1K or $3K, but probably times 12 each month, right? Low end, $12K.

Why?

Because I'm gonna teach you how to sell things not just once, but continuously when you build them. And hopefully we do it with building some replic credits. So we've got pricing, we've got persona. Now we got product. And with our products today, if it was me and I was teaching you with our owner, I would say, okay, we got our $1K thing here that we're gonna sell. We're gonna sell it continuously, so we've got that, but man, what else are we selling to people? What did I do for you players, like the people who are serious, who wanna work with me for a year? What do you get the second you come into the 127 book offer? What happens? Oh, you get a free book. what's called an upsell to increase LTV to a new offer. So because I'm teaching you how to do product, you're not just gonna sell one person once, you're gonna sell them again immediately and then in continuance forever. So that means that $12K is another $12K. So this is $24K on the lowest thing basically imaginable just by implementing 3 of the Ps. And I'm not showing you this to show that I'm super smart. Or gosh, you should go learn from Codie because, you know, whatever. I'm showing you this because this is just math. Does anybody think this seems unreasonable? Of course not, right? But then the problem is all of us as owners, what do we do? We basically talk ourselves out of things. And that's why I have to bring on all of my really famous best friends to reframe our minds, including yours, that you are way more capable than you think you are. And that in fact, if you get an owner-be-owned system, you're gonna be able to turn this even $1K tiny little offer, which is like, you're gonna look back on this and go, Codie, why didn't you tell me about how to take $100K and turn it into $300K and then turn it into recurring revenue of $100K $100K times 12, which would be $1.2 million, and then turn it into an upsell, which would get you into another $1.2 million. Because what you kind of realize as you grow a business, there's not much difference selling this, selling this, or selling this. What is the difference? Who you're selling it to. And how smart and sophisticated you are on how you sell it. You know, Ankur took his entire business he told you guys about, right? Ankur took his whole business. 2022, he started his business, Built. Prior to 2022, he had not one, but two, not fails, but like not huge exits. He was an employee, and then he had a failed startup. What changed for Anker? He actually found a better profit and product model, and then if you asked him, he actually sold it to a better persona. Instead of selling to individuals only, so that would be credit cards rewards, what did he do? He sold to small business owners. We have more revenue. And from 2022 to this year, which is 2026, his business now, did you catch it? I said it was $11 billion. That's because last time I talked to that little rascal, which was, I don't know, a couple months ago, it was $10 billion. Now it's $11 billion. This is what he has grown in this amount of time. I want you to steal all of our homework.

Rep—

Amjad wants you to win bigger than him. Guess who else wants you to win bigger than him? Ankur wants you to win bigger than him. I want the exact same thing for you. And that's why Owner Be Owned system exists, because we actually think you can do it if you make the right decisions, you kill the things that are holding you back, including yourself, and often you are your biggest bottleneck in your business. Okay, I wanna go to the next section. I have a clicker somewhere. And I lost it.

Right here.

Okay, so now, what are we gonna do? I wanna talk a little bit about what the actual product could be that is holding you back. So let me do, really quickly, I wanna do a couple of questions from the group, and here's what I wanna do with you. I actually want you to think I'm gonna call on you right now, so be ready. What is holding you back right now? What is holding you back in your business? What's holding you back in your decision-making? What's holding you back from growing? I wanna break through your barriers, because often we can't see it ourselves. We need somebody else to help us. Is that right? I see money, I see debt, I see fear. I see a lot of fear, huh? Unstable employees, getting attention, my W-2. Okay, I want you to ask me one of your questions right now. You're going to put your hands up, you're going to raise some hands, we're going to answer them live. We can do a teardown of business, but I want you to also tell me— we can do some business stuff, but also tell me what is holding you back I'm gonna pick from the crew here, and we're gonna rock and roll. Let's go to, I'm gonna go to room 2, Jonathan Carter. All right, Jonathan, tell me what's holding you back. Let's break through some walls.

Yeah, hey, Codie. So we run a mobile boat rental business.

This year in itself, We've almost 10x'd what we did last year, kind of following your structure, buying other companies and coming this way.

What I'm running into now is the fear of, one, getting capital and not being able to pay it back, quitting my day job with a family, which you're about to run into with the family part. And then the other part of that is how do you trust somebody?

to run it as good as you, as like amenities to their current status. So think marina, we offer the amenity, we take a profit, they get a little bit of profit, but we own the equipment. I like it. Okay, Jonathan, you know what's not holding Jonathan back? That beard. How about a round of applause for that thing? Look at that. Okay, so I appreciate you and you being here. So Jonathan's got a mobile boat rental business. He's got a couple of things that are holding him back. One is he's like, how do you let other people do things better than you, right? 2, how do you get over some of the capital and fear? 3, he 10x'd his business so far listening to some of the stuff we're talking about here, it sounds like, Jonathan, but probably with growth even comes fear, because how do you, you gotta, you gotta tie her by the tail, right? You're like, how do I keep this thing going? And then he's also like, okay, I got multiple areas of the business. So I have the rental, but I also have the amenities. So now I gotta be 2 entrepreneurs inside of one business. Does that about summarize it, Jonathan?

Yes, ma'am.

Okay, great question. Let's break through a couple. Let's start with the first one. The first one I think is really important. I don't want you guys to get too overwhelmed by employees because, as you know, hearing from Ankur and Amjad, this is a limiting belief just like this is a limiting belief. What do we think? It's so wild. We're programmed somehow to believe that we don't have enough capital to execute and we don't have enough people to execute. Now, why do we feel that way? I think we often feel that way for a totally reasonable reason. We think that we can't grow without more people or without more profits because we have a system. And that system is really kind of like me trying right now to run faster than a 10-minute mile. That's how fast your baby goes, you know. I got, I got some weight on here. I'm not going fast. I'm here for a long time. I'm I'm not here for a fast ride. So my 10-minute mile holds me back, because that's all I know. I don't know how to individually run faster than 10 minutes. In your business, you have a 10-minute mile as your current level of employee. Here's the cool thing about business. We don't need to hire— I don't know how to draw a Swiss Army knife, so I'm not going to do that. We don't need to hire Swiss Army knives, which is what entrepreneurs are. You never need to hire another you again, which is a really big unlock. What do you actually need? You need what I call butter knives, which basically means— one of my mentors told me, we don't need to hire unicorns, we need to have systems and processes so good a donkey looks the same as a unicorn. And so one of the beautiful parts about the Own or Be Owned system or running it is realizing Butter knives are pretty cheap and they don't have to be that sharp. And I mean that with love to all of our employees, right? But if you go out and you think you have to hire Swiss Army knives, you can be in trouble. We're not gonna do that. Second, let's talk about capital. Here's the cool thing about being scared of taking on money or being scared about not having enough profits. You don't ever have a capital problem. You have a knowledge problem. Didn't you hear Ankur in the beginning? He's like, wait, wait, wait, Codie. He's like, no, no, it's not that I don't wanna take capital. I just wanna nail— what did he say? He's like, I wanted to nail my business model, and then I want dumb money. Right? Why am I saying butter knives and dumb money? Because that's what you need. What you start to realize is actually you don't need really a ton of capital. You basically need to nail your business model, which typically is your product plus pricing plus persona. Because once you nail that, you will be able to handle the really numbery thing that you saw from Mark, which is my customer acquisition cost is Y, my LTV is X, and every time I can increase— whoo— I can increase my LTV, I can add more capital to it and I win. And then I wanna talk about fear. I think this is the real one that holds us back, because you see, I don't think it's just fear of failure. Every time as a business owner I add more growth to my business, I like to think about it when I don't have the right model in hand, like this is me, Holding a weight. And so you're basically holding weights in your business. And what is growth? Growth is like bigger and bigger and bigger weights. When you know how to lift them, it's not that scary. But in the beginning, actually, how many of you guys know that the faster you grow, the more money you need and the more you could potentially fail? And then you might, I don't know, bankrupt yourself. And then you might like, I don't know, have to go get a job, and then, oh my God, my business might get too big, and I might not be able to be good enough for it? How many of you guys are actually scared of winning? It's like the Maya Angelou quote, we're not scared of our darkness, we're actually scared to shine. And so this is, I think, what holds most business owners back, which is basically uncertainty about numbers, which leads to uncertainty about money, which leads to uncertainty about what sort of weight can I carry? And we're gonna get rid of all of that for you. Because when you have a calculator that runs your numbers, when you understand your product pricing and persona, and when you understand how your business model works, then every dollar you add, you're gonna be like little, like Mark, like my crazy little genius up here. You're gonna be fucking, you know, whatever that, like Rain Man up here doing numbers like crazy. But you're not gonna be that way until you actually nail your product. So what I would say to you is, you are exactly where you need to be. You've already 10x'd your business. Apply the Owner Be Owned system, and pay a lot of attention to the first 3 Ps. And capital, you will know exactly when you are ready for it. One, 'cause Jordan, our concierge, will tell you how much money you can get at what rate. And 2, because you're gonna know what every single dollar will make you after this. Does that help? I like it. How'd we do? How'd we do, Jordan? Okay, Jonathan, you're the man. I want to see you in the system. I love action takers. So can we give him a round of applause? He actually listened to what we do.

Thank you.

He listened to our Owner Be Owned system. He's executed our Owner Be Owned system, and he's moved forward and 10x'd his business. Like, you are rare, man. You are rare, and I am really appreciative. I think what you do is amazing. Yay, okay, good. All right, give Jonathan a round of applause. Okay, I wanna answer just a few more questions, and then I have a really cool one for you. Let's answer one more question. I wanna break through one more limiting belief. Who should we pick? Give me a little second here. Let's go to— how about Jonathan Haberer, room 1? Can we see Jonathan? I've hit unmute twice. Hey. Hey, Jonathan, what's going on? Tell me what's going on with you. And I look at— is this your business? The Trailer Park Golf Club? Oh no, it was a Christmas gift from someone. Well, that's less cool, Jonathan. I'm sorry, I'm not that cool. Well, I've been messaging. I've got one of the country's only, or maybe there's 2 or 3 competitors doing franchising for freight brokerage. And I'm coming out of a humble retired trucker, rags to riches story. My kids were born on food stamps. I went to the oil field, figured it out over a decade ago. So 2023, I had a record year. Just me and my wife, we can do a quarter million a year together, and I did $1.7 million in '23. Let's give him a round of applause. Fuck yeah, Jonathan!

American dream.

Tried to invest, you know, every bit of $600,000 in profit. I don't know that I did it right, but I put about a quarter million into the franchise model to scale. Yep. And then lost one customer. I knew it was not good. They gave me some million dollars of that $1.7 and, uh, tried Scale, tried to do everything I could, about lost it all. Had to let the office go, the whole team. And with these diesel prices, if you look at that, I have more business than I can keep up with. I still very much am passionate about scaling through franchising because people can partner with me. I can do really good myself. I can net 50% on my own, which is above standard for freight brokerage.

Yeah.

There's nothing really cool about it. I still have the dream. As I put effort into being a franchisor, meeting people, interviewing people, trying to sell my McDonald's, my work, my actual customer base, it suffers as a small, humble owner-operator. If you have any advice, I did not think you'd be calling on me. This is crazy. Okay, well, let's break down a couple things live for you. So what do you think your biggest problem is in your business right now, Jonathan? Hell of a story. But if you're like today, is customer concentration still a problem for you? What do you think your P is? In the past 2 weeks, I've been hiring people in the office because I'm missing— I can always hire once I'm missing $10,000 in a month, like only because I didn't have enough ladies in the office, staffers in the office. I've always been sales myself. I've never been able to hire an all-star salesperson.

Okay.

And there is industry standards out there, but those guys are, you know, they want a quarter million dollars and a compensation package that I don't pay myself that much. Yeah. So I've always diverted to finding people that, you know, I'm teaching them a product they've never even learned and put my heart and soul into it for them to, you know, quit a year later or a day later, everywhere in between. Oh hell, okay, we don't like that. Who else has a similar problem? To Jonathan. How do we hire great people, keep them, and have them integrate into my business so that I don't pay too much? Who else has the same problem? Yeah, love it. Okay, same. Amazing. I see this problem everywhere, so thank you, Jonathan, for being so transparent. There's a couple things— I'm gonna do this 2 different ways. One, I want to go to some tools for you guys. So let's first go to a tool that I want to nail for for you. I want you to make me a promise, Jonathan. What I've realized is every time you can steal somebody's 10,000 hours, you should. Because for most things in life, not— I'm not a 0 to 1 person, like coming up with startup ideas. You've never heard me talk about that because that's really on you guys. That's like your creativity. If somebody can figure out how to processize that, good for you. I am a 1 to 10 to 100 person. 100, Gal. And what I want to tell you is, for most businesses, your biggest expense always is going to be your people, right?

Amen.

It is always going to be your people. It is going to be also your biggest pain in the ass, right? So, I want to start with a couple things. For you owners right now, I want you to promise me you will not hire without using my hiring matrix. And here's why, and here's what this looks like. So the hiring matrix is very specific. We've run, I can't even tell you how many tens of thousands of people through this. Jonathan, if you use this system, you get your team to use this system, and you use our incentive alignment, it's a lot less likely that you're going to have these same problems. There's a really quick, simple part to it, which we call the 5. I want you to hire candidates that you know, that have proven experience, they've done the exact same job, that have proven industry, same industry, same model, proven problem set, the exact same problem, proven scale. At which point people go, that sounds like a unicorn, Codie, what the fuck are you talking about? But the way we get around that is we do project-based work. And so, for you guys, in your business, almost everything happens because you get too close to somebody, and you start liking them, and they sell you on it, especially salespeople. Can I tell you, I've hired multiple salespeople. I always hire them wrong when I don't focus on this 5. So I want you to have a hiring matrix, and you guys tell me, how many of you guys do you have this, where every single person in your company can use vernacular to tell you if it's a winner or not? We call it a Cheetah. versus a zebra, or a cheetah versus a house cat. Both cats, right? A cheetah's a cat, a house cat's a cat. Very different jobs. One you're okay chasing, the other you aren't. A cheetah, aka an A-player, is a 5 out of 5 of all these. So anybody who is a 20+ candidate is a hire. You might hire them. And this is for every role, from virtual assistant, to assistant, to editor, to designer, to salesperson, Anybody that's below 20, you are going to seriously question and put on a project. Why? Because cheetahs are hard to tell the difference between them and a house cat to start. So that's one, you guys. And then, tell me in the chat how many of you guys do this, but for very few people, how many of you guys, when you hire, everybody uses a scoring matrix for the candidate? And the scoring matrix is quantitative. Tell me who does that in the chat. And every single time you do it, the rest of the team does it too. Very, very few, right? And even when you say, I do it every time, do you have a system to make sure you understand compliance? We have a backend system called Breezy that does that. So this is one for you. I want you to obsess on only hiring cheetahs, not house cats. Number 2, I want you to obsess on. Anybody who's gonna buy, I'm sorry, anybody who is going to hire a new person, I want you to apply the second business for us, second tool for us, which is going to be this one. Jonathan, I want you to nail your org chart. We call it a seat map, but open the seat map, hold it up. Oh, I'm sorry. Hold on a second, see an example. Okay, so how many of you have a really clear org chart that shows you exactly what's missing inside of your business and how much those people typically cost you? Tell me if you do. If you don't, I got you. Okay, so basically what I want you to do, you're going to figure out what your, remember in the beginning, how many people have founder dependency?

2.

How many people have owner-dependent business, founder-dependent businesses? Jonathan does, right? He's still selling all the time. All the time. Okay, so he might be like this one that has a 56 out of 100, right? That would be your score. So you're gonna wanna use our Profit Lever Playbook and look at your seat map or org chart to figure out where in here do I need to hire? It's going to tell you in your org chart how many seats you are filling. Like you can see here that in this specific situation, woo, in this specific situation, we've got 2 people that are a poor fit and we've also got 2 owner, we've got an owner who's handling 2 positions here. These red, oh, this is a little finicky on this thing, sorry. 2 positions here. These little buttons are showing you that these are 2 owner-filled seats. Now, here's the rule for you guys. It's not that you have a people problem, it's 'cause you can't tell if it's a cheetah or a house cat, you don't know what you should pay 'em, you don't know which jobs are best, and you don't know which revenue level you should hit in order to hire this person. If we could solve all those 3 things for you, Jonathan, how much more could you do in revenue this year? Ah, potential of a million. per person I hire that's a winner. So we know what your next profit lever is, don't we? It's people. It's only people who are revenue driving, and it's using this exact playbook. I want you to follow up with me and tell me when you use this playbook, and hopefully you join us and you come to the implementation workshop. I want you ready with some of those job descriptions, because we're going to show you how to find those people next. Then we're gonna show you how to incentive align them and recruit them. Sound good? Let's give Jonathan a round of applause. Good to meet you. Right back at you. Okay, let's play this game with everybody else really quickly. So, you guys, how many people have a people business, a people profit lever that is broken, and if we were able to find you your next person, incentive align them, show you their org chart and how much you pay them, how much could you guys make in your business this year? Tell me in the comments, I wanna see it. And this is really for you, not me. So let's see, Andrea says $500K, Darryl says 10x, Roma says $10K a month, Lindsay says $800K, Michaela says $1 million, Justin says $50K, Ryan says $1.5 million, Tiffany says $500K. $1.2 million, Samuel. Do you guys see? That is like kind of what I try to obsess on with you guys. We find the one place in your business where you're absolutely crazy to not apply this profit lever because we can unlock your next level of growth. I love this. Anita says $100K. Russell says $500K. Okay, I wanna bring on somebody to break through one of your last limiting beliefs. beliefs before we do another giveaway. And I want to do— bring on somebody really special here a little bit. I'm going to bring on my husband, Chris Peckes. And I want to bring him on for a couple reasons. I want us to go back and forth on the reasons why we see most people staying stuck. But before we do that, and before we get to our next giveaway, I'm going to give you guys 60 seconds to do, put it on the dashboard for me. You can either put the dashboard or you can put the offer on the back. I promise I'm not gonna stop business bullying you to go and do the thing that you know you need to do because the profit is waiting for you inside of your business and because our small businesses and communities need it and because if this is you and you know that that $200 to $500 a month can make you tens of thousands or hundreds of thousands, what are we doing? Let's build the business that you actually deserve to run, as opposed to the one you're running right now 'cause you're a little too scared. Let's give a round of applause for all of the owners that are coming in. I wanna give you a round of applause for taking risk on yourself. I want you to hit the Owner Be Owned button. And we're going to give you 60 seconds with a little music here while Chris and I talk to go ahead and hit the dashboard. Okay, let's do it.

You kept a notebook by the kitchen door, blue ink goes in a coffee stain. Every morning added one more mile. Every setback taught you where to aim. No one saw the hours after work or the quiet just to start again. You don't need a perfect road beneath you, just a reason and a steady step. Keep your eyes on the far side, build it brick by brick. You are closer than the doubt says, closer than you think. When the plan bends, bend with it. When the first try falls apart, take the next honest step forward. That is how you reach the mark. Oh, oh, oh, oh, oh.

What's up, guys? Honestly, so cool. I am— nobody else has this yet, but you're welcome for when you guys get this new tonic and NeuroGum, because he's not even allowed to drink them because it's too strong.

There's too much, too much fuel.

You're too naturally amped. I know, he'd have to like chill out in another house for the night.

I'm a decaf guy.

Yeah, he actually is. Um, I'm not. Give me all the caffeine. Okay, so let's go with some Q&A, which I have for you, and then I'm gonna have you guys, I'm gonna have him, I'm gonna throw up some softballs, but I want you guys actually to give him some of the hard questions after. Then we have some really cool stuff coming up next. But one of the reasons I wanted Chris to talk to y'all is, you're gonna hate me saying this, so just deal with it, okay?

Go for it.

OK. So I've done hard things in life. I'm a business owner. I've built some stuff. But Chris is kind of a psychopath. He was in the Navy. He doesn't like to say it. He was a Navy SEAL. He's very humble about it. But I go to him often when I feel like I need to do something hard, and I don't exactly know what to do. And I don't know how to break through it. And I feel like I have limiting beliefs. And he has this very annoying saying.

Say it.

to me that is whenever I don't feel like doing something that I know I need to and I'm a little scared, he always says, oh, so are you a good white shark instead of a great white shark? I highly recommend you don't say this to your wife, actually. But he does this often. And I thought he could break through some of these limiting beliefs with you guys too. So I think where I want to start it is, what do you tell yourself? You went You were— you went and became a Navy SEAL. You were a college athlete at the Naval Academy. You went and built some really big AI companies. You worked for the Department of Defense, and then you built your own venture capital company and holding company. Like, what do you say to the person who is letting themselves be held back by the stories they're telling themselves?

Yeah, those are all great questions, and thank you very much. I often am not my own And self-champion sometimes. And, you know, first, I think more than anything is like, think about the cacophony of all the information that we've received today, that we've gone through it, right? I think one thing is we kind of have to settle ourselves in the moment. That's what it is. So even right now, you're probably squinting into the screen, pens in hand, tense hands, tense shoulders. I want everybody to take a deep breath, relax, sit back in your chair. Relax your shoulders, and just kind of take it in. Because at the end of the day, what I always like to say is calm breeds calm.

Hmm.

And so in order for me to really be able to execute on the things that I want, I have to have a North Star. So much of it, it doesn't have to be the thing that I want to accomplish. It can be the people that I want to accomplish on behalf of. It can be the people that have helped me get to where I am today. It'll be the legacy that I want to leave. It'll be the people that I want to affect. Because at the end of the day, nobody really takes the burden of leadership or ownership just for themselves. It's for themselves. It's for their community. It's not for themselves. It's for their community. It's for their family. It's for their parents, for their kids, for their friends.

I love that. Look at what Robert just posted.

Oh, Robert.

Oh my gosh. Thank you. I had to remember that as a, as a A plebe is what they call us as a freshman. What we're referring to is Theodore Roosevelt's Man in the Arena.

Yeah, you have to memorize the whole thing, right?

The whole thing, yeah, exactly.

What's your best— what's your favorite line from it?

Oh, I would have to say, his place shall never be with those cold and timid souls who know victory nor defeat. And I think That's right. Doesn't it just hit you in the gut every time? Because what it is, it's risk. Yeah, it's taking the risk. It's like the riskiest thing is never taking one, right? That we always like to say.

Yeah, yeah, I think that part always gets— you know what the line is that gets me there? That know neither victory nor defeat. Because I never used to think that it would be sad to not know defeat, you know what I mean? Like, who wants to fail? Who's like actively trying Trying to do that. But then I realized that that's where all the learnings are, and that actually most of the things that have held me back in life have been because I didn't push myself far enough. And, um, and I think that's a real— I think that's a real tragedy.

I think— and on that point, yeah, I think people forget that success most of the time is all of your failures that's like piled up into a hill that you climb on top of, right? Or like the scraps that you nail together to make that ladder, or the bits of rope that you weave into one to pull yourself up. It really is. It compounds and it stacks because it's an experimentation. And I think the point sometimes is finding— creating some confines for yourself, creating some— we call them SOPs.

Right.

What are our standing operating procedures? What are our systems? At the end of the day, it puts us in a much easier place to make those binary decisions, and make them more rationally.

Yeah. I think the other thing is, we focus so much, and we're gonna keep doing it here for you guys, on the tactics and tools, because that's how you get to the next level of the game, right? It's like, give me the actual playbook. That's why we call them playbooks. That's why there's 12 of them. That's why there's all the tools. Because I literally want, I think about building a business a little bit like building a house. I want you to have the hammer, the nail, the screwdriver, you know, all of the screws, if you need it, the paint. Like, I want you to have everything. But what's the number one reason most people are never gonna build a house? 'Cause they don't even fucking start. Why don't they start? 'Cause they don't think they can, because they don't think they're capable, because they're scared. And so sometimes it feels too touchy-feely for me to talk about limiting beliefs and your mind, except you hear the billionaires talk about it. You heard Amjad and Ankur, who are about the most— I mean, you didn't really hear all that, but try to— like, the mathematical brain that is Amjad Masad is insane.

Yeah.

The guy speaks multiple languages, and if you went and you tried to do an analysis with him, he'd put us under the bridge with how smart he is. And yet, he didn't talk about that at all with you guys. He talked about how do you do the hard things continuously? And so I think that's why we keep pushing you guys to take the risk. Okay. I also want to talk about how many of you guys here are building with somebody like you have an accountability?

Yeah.

Raise your hands if that's you. You're building with somebody. You've got a co-founder, you've got a husband or a wife. You know, amazing.

Wow.

A lot of you out there.

A lot of you guys. I love this. So we obviously build together. We don't— we don't talk about this a lot, but I want to talk about what is it like to have a partner that you build with? How do you get your partner involved or on board? Let's say there's somebody listening right now and their husband or their wife is not on board. They're like, what is this weird thing you're doing this weekend? Why would I join this system? Why would you take this risk? Why would I whatever? How do you get me on board? You used to call me Captain No. So how do you get me on board and your partner on board when you want to go Well, spoiler alert, I think actually you were the impetus for getting me on board.

And that was because being inclusive, right? You see something in your partner, romantic, business, otherwise, that really kind of— there's something that drew you to them. And there's a zone of genius that they have that you can tap into. And even better, if you can relate that to your business and your struggles that you're having Day in and day out. Sometimes it's not qualitative— excuse me, sometimes it's not quantitative and tactical, like, hey, I'm not sure how to solve my churn problem, or, hey, I'm not sure about this hire. It's more so, hey, I'm struggling right now. What are the keys to, like, making sense of all this? Like, how do I calm my nerves? How do I calm my brain? Hey, I could really use another set of eyes on this. This is a very simple task. It'll take me 5 minutes to teach you. but it's gonna take me 3 hours. And then from that, it was, it was another way for us to connect.

Yeah.

We were able to understand each other's business. And frankly, it was, it was kind of enlightening for me, because when I was— at this time, I was at the Department of Defense, or I was, you know, working on defense-related technologies privately. And so what that meant is I couldn't share everything I wanted to. And so being able to provide this avenue to get us closer through business was a godsend.

Yeah, and I think sometimes you have to say, are you going to lead your partner or are you going to ask for permission? Are you going to go back to them and say, I have made the decision for us and you can have confidence in me, or are you gonna say, well, I'm not really sure, should we come on board? I mean, I don't think I asked permission in the beginning for this when we were building I wasn't like, Chris, should I do this? I mean, I was making a lot of money back in the day. I was in finance. He was still in the military. So Navy SEALs don't make that much cash. And I didn't ask. I really said, I'm gonna go do this. And at some point, I remember Chris said to me, I talked about it, I talked about it, I talked about it. And he said such a great thing. He said, you know what I'm actually concerned about?

What?

Are you just gonna keep talking about this? Do you remember that?

I do.

We were living in California at the time.

I remember it well.

And he's like, are we just gonna keep talking about this, or are you actually going to do something? If you're not gonna do something, he basically said, stop fucking talking about it, because everybody talks, and it's sort of annoying, and you need to decide if you're gonna do it or not. Get off the fence. And I was like, oh, that's rude, but he was right, you know?

And implicitly, it was support, right? It was showing that, hey, I'm there. I understand what you're trying to go through, maybe, but for the unknowns, I'm still gonna be here waiting around, helping out when I can.

Yeah, exactly. So I guess if that's helpful for you guys, I think, you know, go and be the person who leads in your relationship, male or female. Be the person who takes the jump and changes the trajectory of your life. You know, I was thinking thinking last night about one of our favorite books, and people that we talk about a lot, is Sam Walton's Made in America.

Fantastic book.

And in it, he came from a family of sharecroppers, and a family who hadn't really made any money ever. And all it took was one generation of Sam Walton to change— how many generations now? 4?

I think they're on 4th generations. It's funny you say that, because his Granddaughter, great-granddaughter, uh, is the, uh, has become the richest woman in the world.

And that was because of one decision a dude made to make a dollar store. And that dollar store wasn't venture-backed. And guess what? It failed a couple of times. And do you know what saved Sam Walton's? I actually, I write about him. Oof, what chapter is that? I think he is in the process section, because Sam is actually fascinating. He used to be so obsessed with doing everything himself, and I've always associated with him, he's the workhorse. If you take the quiz, you'll see it. But he's a workhorse, and he used to be so obsessed with doing things himself, he bought a mini plane, which wasn't an expensive thing back then, and he used to fly by all of his stores 24/7 and check the parking lots to see if they were filled or not. And then he He would drop in. He actually got arrested once in Brazil for measuring the distance between his competitors' shelves and between, like, whatever this is called, the width of the shelf to see how many things, the height of it, to see how many things they could fit in it. And he got arrested because he did that in a competitor's thing. And the only reason that Sam's business didn't fail, you guys, you know why? The process chapter. I wrote this chapter based on him and everything in our profit section of the, um, of the book is, uh, because of Sam. He almost bankrupted his business until another gent came into it and started running it. Remember that?

Yeah, he systematized it in a really interesting way. Um, there's a really interesting chapter about how he decided to look for the right location. He would fly around those towns. Essentially, he would say, OK, where can I find an opening spot that's to, or, uh, what's it called, to work or home from work? that everybody will stop in on the way. Genius mind.

Yeah, I love it. OK. I also wanna talk about one of the other questions that I saw sort of continuous. Well, first of all, let's see. What questions do we have here? Give me your questions in the chat. And there are a couple questions here I see about picking your part— not your work partner, but your founder partner. So maybe let's talk about this. Like, how do you decide who to go into business with, who to take advice from, who to support? You kind of, you know, you interrogated people for a living for a while there in the SEALs. So tell us, how do we determine who are the people that we should listen to or not, who are the people we should bring on with us in our partnerships, in our business?

Yeah, absolutely. I mean, I think you alluded to it a little bit earlier about mentorship, right? Being able to access people, um, that have done it ahead of you. And it doesn't always have to be the absolute pro, right?

Yeah.

Um, I think anybody here, um, can realize if somebody's done it for a month longer than you have, they probably have some learnings that you, you're able to, uh, to glean something from. And so for me, it's finding those mentors. It's finding people, I think, who have solved problems in a way that maybe I wouldn't have solved problems, but have done amazing things in life, in business, um, you know, physically. And what I do is I, I find those people, I dig in on my problems as much as I do theirs. And really what that's done is a two-way street, right? Because mentorship really is a two-way street oftentimes. And they're not just looking to give you all of their cheat codes and information, they're looking to see if, if their wisdom still stands.

Yeah.

So something I do is I'll take in their, their, um, their recommendations, I'll apply them. I'll take notes on them, where they work, where they didn't, maybe where I had to pivot, and I go back to them. Hey, I was super successful because of this. I can't thank you enough. Or, hey, this didn't work in the way that I thought it would, and here's how I pivoted, and here's what ended up working. I mean, at the end of the day, you're, you're an experiment for them, right? You're, you can— you're like an animal in a terrarium, right? You're one of their pets. And, you know, how do pets get most attention? Performance, right? And sometimes you got to be that performing pet. for a person. And sometimes you have to force people into mentorship. You have to give, give, give, give, give, give, and give them a way to see themselves in you a little bit.

Such a good point. You know, I think about— there are a bunch of them on here today. They're in different rooms. I saw like Andrew and Heather. There's a bunch of people that helped us create the Own or Be Owned system because we tested it all on their businesses, right? So tested across all these different types. And so now they come on here. And what's kind of cool, and you guys will see this when you come on the implementation calls and the workshop, real winners, they clap the loudest when you win. Like, I will not consider us successful unless a bunch of you guys make tens of millions of dollars. I track it, and I can say we've actually made a material change in this business. And so what I'd say for you is, I loved that line when you said, like, I become their pet in a terrarium. What we kind of mean by that is like, I know Andrew, like, we overserve the hell out of him and Heather.

Why?

They ask a lot of questions. They're like, this didn't work, can I do this, what about this? And so those guys end up getting all this, you know, kind of free consulting from us because they've joined the OwnerBeOwned system. And then they're like, look at what I did, look at what I did, this didn't work, this did work. It's always easier to go from a rough draft to a second edit. And so what I would push upon you guys is when you get a chance to get mentored by somebody, here's a line I want you to have, that I have. The line is this: no one will be a better, more successful mentee than me to anyone.

Absolutely.

Every time I build another business to the tune of tens of millions, you know who I text? I text Namjad. Every time we're in New York and Chris is like, oh yeah, we just invested in this company, he's texting Ankur saying, let's go Let me tell you about the advice you gave me and how it made me more money. Why? Because you'll see when you guys come into the Own or Be Owned system, like, the, the positively squeaky wheel gets all the grease too.

Absolutely. I mean, it's an incredibly rare thing. I mean, you can think about in your everyday lives how often will your siblings, your family, your partner, your kids, your friends, anybody ask you for their advice? They don't take it, and it's just left off, right? There's, there's no way to really think about what happened and what didn't. I do 1 hour every Friday I devote to helping a veteran that's in transition out of the military.

And how long have you done that now?

I've probably done it for 5 years.

Yeah.

And I can tell you that there is less than 10% that take my advice on board. They come back and they report it. And it's the easiest people to continue to pour into, right? Because they know what your time is worth. And at the end of the day, like, they're trying to build themselves in a way that's probably complementary to what you're doing in life too. And I mean, mentors, they're not just older than you, they're younger. Like, you know, the younger generation, they're way ahead on trends, they're much more technologically inclined and advanced. You know, they probably have their finger on the pulse a little bit more. Gosh, it's just a huge, huge, huge way for you to glean outside of information from people younger, your age, older than you. But the key again, create that feedback loop. We all love feedback loops, instant feedback loops, right? For the golfers out there, we love a pure drive. For the baseball, softball players, you know, you love it when you pure a ball off the bat. It's the same thing. It's a feedback loop. Instant feedback loops keeps people coming back.

I love it. And also, I mean, let's keep it wide so we can see both of us, guys. I also think, like, I love what Corey Klein's saying and a few others. Somebody's saying, like, I might be out of my league. I'm still figuring out what business to do. And Dana says, or you're exactly in the room you're meant to be right now.

Yeah, absolutely.

And I kind of think about this for a second, you guys. I think about this two-way door thing. Like, if you can change your mindset from a couple hours with us today on a day when you had other stuff going on, what is gonna happen when we get our hands on you for a quarter? What is gonna happen when we get our hands on you for a year? Who are you gonna become when you actually become an action taker as opposed to a note taker? The two are not the same. And I've had people pour into me in my career. Chris has had people pour into him in his career. And we've seen what the difference is in one simple human choosing to to pour into another. That's why, again, I want you guys, like, I think one of the best ways to get out, if you, like, get scared about, do I take the risk, do I do the thing, one of the best ways to get over it is to serve instead of try to get served. So that's why we kind of designed the offer the way we did. And if you did, actually, put it up on the right-hand side so I can show you guys something, something really good to do in your businesses too. If you can just super slice me. Why can I never remember what that's called where there's the 2 screens on there? Do you remember what it's called? Terrible at this. Okay, anyway, I want you to put splice— yeah, I don't think that's it either. But anyway, when you put it on the screen, there's a reason why it says up top on it, donate 127 copies first. Why? Because when you guys give first, what happens? By the way, guys, Put it up there on the screen. Thank you. Okay, so when you say donate 127 copies, why do I have that first? Why do you guys think? Tell me why you think I put donate 127 copies before everything else. Anybody know?

Marketing.

Marketing, that's a good idea. Reciprocity, that's a good idea. Give to get, also a great idea. To help others. The law of giving, service, always give more than you take, all of those are true. But one of the most powerful things is, can you fail if all you do is try to serve another? If you're not trying to win, you're just trying to serve, can you fail? Do you fail when you go do community service? Are you like, I went today, I served, and I was a failure at community service?

No.

No.

Because if the worst thing you guys do is you help 127 owners change the trajectory of their business, are you gonna feel like you actually did something? Is it me doing something or is it you doing something? A lot of people on stages like this make it about them. And listen, I get it. I'm yapping at you guys all the time on the internet. I know that can be sort of like hubristic or egotistical. But the reason I make it about you guys donating first and you choosing to buy 127 copies is because you can't fail at that. If the one thing you do with the rest of your year is get a tax write-off to help 127 owners, are you gonna feel better and have more positive momentum to do the 15 other things that we give you? Do you have a higher likelihood of success?

Yeah.

You do. And so that is why we designed this the way that we did. And why I have no problem pushing it on people. Because I know when you guys get the videos of the ex-Navy SEALs who get the books, who get the service, the kids in Kentucky, you guys are gonna feel like you already won. And that to me is really powerful. It's about you, it's not about me then. And then all the other stuff. It'll be super sweet when you guys hit your million dollars in sales, your $100 million in sales. and you're like, okay, this is cool. Codie, I did this. You told me to do it. I executed better than you. See you later, bye. That part's really, really cool for me. Okay, so where are we ending? Oh wait, I have 2 more things for you. I wanna do, I think we should do, we have 2 giveaways actually.

We do.

Yeah, let's do a giveaway now. I wanna bring on, Team, I think. Oxo, which one are we doing next? No, no, no, nope, nope. It'll be AG1 or it'll be the other one that we have or XYZ. Okay, we're gonna— can we give my husband a round of applause, you guys? Love you. Oh man, he's a real G right now because he's got to deal with a pregnant Cody and I'm kind of a nightmare, you guys. Was anybody else super hormonal? when they're pregnant? I mean, I got like a lot of energy always, but I can be a, whoo. So I want you to shake it out for a second, 'cause I got another giveaway. Are we doing the A one or are we doing the X one?

X.

X. Oh, cool, okay. This is a very cool one. I believe it's 3 people that we get. Let's put our giveaway things on. Okay, so this one's cool. For my business owners, we are actually going to give away a $100,000 prize right now, which is a bunch of websites designed and ad buying done by my ad buyers. So, I don't know if we're going to put up the names up here. We might put those up in a second because I think I messed this around for you guys, but just imagine you get to use my ad buyers. And we pay for it for a few months. You get your website designed specifically by my team, and we have a couple owners right here who are going to get it from our group called XYZ. What's up, Kai? I love that. All right. Okay, so today, what have we done? We've given away More than $1 million almost. In cash and prizes live. A couple billionaires have shared the sauce live. And we know that we're giving away more because I want everyone to be a winner here, right? I want everyone to be a winner here. And I know that you guys aren't the type to just care about free stuff. all you cared about free stuff, your life wouldn't really change. But I think there's a way that every single owner wins. So I'm going to close it out with this before one more big giveaway. So I've taught you a lot today, I know. Does everybody here feel like your brain's like super full? What I hope is that you can see how running this owner-be-owned system gets you more money, less chaos, and more freedom, and how you could go through these issues and problems and all the difficulties of being in business, and you could actually have a system and a skill worth having that makes every one of your employees have it too, and you could see how that was worth doing. So tell me here, I want to say thank you first, who here knows their next step is the system? Drop a me in the chat.

Me.

Okay, amazing. Now I want to go over one more time quickly what this system is and it is not, since this is an event-only offer and I don't want you to miss it if you don't want to. This is the Own or Be Owned system, which is how to be terrifyingly consistent with zero mercy for the competition. You're gonna want these 12 parts of the system, because the biggest gift I can give you is the system to make sure you are crystal clear on it. So remember, pricing, how many of you guys know pricing is yours?

Yes.

You need to be able to set higher prices, to price correctly, to have the right tools to do it, to make more money without selling more things. How many of you know you need the playbooks and scripts that let you raise the prices every year? How many of you really liked the pricing playbook that had things like the objection matrix in it and the discount approval policy and the price increase migration? And notice how during the book launch, I thought I would just show you another way pricing works. Did you notice how there is no discount? None. No discount.

Why?

We brought in thousands of new owners. That didn't seem to hurt us. It's because owner-to-be-owned owners do not use discounts to close. So the first part is my pricing playbook used across every type of company. The second, I want you to have customers you actually like, that like you, that listen to you, that thank you. So this is moving you through the perfect fit persona ladder. We are going to help you install this. We are going to help you install your ICP brief, the scorecard, and the referral engine, and we're gonna help you price your product not at the market, but at the value you drive. How many of you guys are gonna start thinking about value-based pricing instead of market-based pricing after today? I hope a lot. So everything in my Persona Playbook is for you guys. Because I can already tell a lot of you aren't selling to the right person, and we've gotta figure out how to get you one that'll pay without complaint. Now imagine this, and I actually wanna go over this a bit more, but your customers, you know them so well that you have a list of tools to sell them the perfect oxygen business instead of a dessert business. I'm gonna give you the tool to do that, which we talked about a little bit today. And I'm gonna give it to you all in my entire Problem Playbook. So when you build your product, you build it for an audience so thirsty for water, you give it to them and they'll pay you just about anything. Fourth, you build products so good marketing becomes secondary. A part of our product operating system, you get a skill to make sure every single product you add is the right type. Onboarding flow, 10 other CT Insider tools, that's the fourth playbook. Next, part 5, you make products profits each month, you pay yourself more, and you grow. But you guys track it, because you're gonna see how to build dashboards to measure every aspect of the company, and see where we are winning or losing, so we can see it quickly at a glance. You're gonna figure out how to get money from your customers up front through 15 different mechanisms we have, and after that, you'll pay money out to your vendors after you deliver, right? Remind me in the chat, what type of business is that? to cash flow versus cash suck. The 5th thing I'm going to give you, my entire profit playbook, so you stop working harder but having less in your bank account at the end of the day. Now, closing more leads with sales. Hopefully you guys noticed the many times I showed you proof on today, and now you're going to use your own proof vault. Tell me if you're going to do this next so that you can actually close higher than your industry best salesperson. There are a bunch of people on here that you were their only, your only salesperson, right? So we're gonna figure out how you stack rank so that you aren't closing what you want, you're closing every time you have a problem in sales because you realize your pitch and your proof process are not being utilized. That's not gonna be you going forward. The 6th thing I'm gonna give you, my entire pitch playbook, how to stack proof, create sales enablement, motor and overseas sales teams so you don't have to sell everything. Then 7, I loved this when we went through it with Jonathan. You get the perfect right fit hire in the next 30 days. You incentivize them, afford them, they take things off your plate. I'm not gonna let you do what I did. You're not gonna spend $420K on recruiters in months. Instead, you're gonna find your— should we give a round of applause for our Chris and our Mark? You didn't even get to meet Bobby. But you're going to use our Owner Be Owned system org chart that you guys saw and have it done correctly every time for you. Because before the Owner Be Owned system, we hired the wrong people. Super expensive. Please don't do that. Instead, you're going to find your winners, and you're going to have somebody so good, all you want to do is clone them. And then part 8, you're going to get so many leads, you don't even know what to do with them. God, we didn't even go over this one enough. It's so good. We didn't talk about how we get millions of views a month, hundreds of millions, how we get content out like crazy. How many of you guys want to steal all the way that I get your guys' attention on the internet? You're gonna steal our ad tracker. You're gonna have my entire promotion playbook, how to go viral, convert viewers, build your own media company, and grow continuously. We didn't even get time to talk about this. And then part 9. If you're struggling with every task being owned by you, even the dumb ones, you're not alone, but we need to fix that. So we're gonna keep track of every task in your business. You're gonna use my database to do it. You're gonna have a deep dive of how we run any project, for instance, our podcast. How many of you guys listen to The Big Deal? I wanna teach you exactly how to do it. I'm gonna give you my system and how we do it across every area of our business so it's the same for you. You're gonna get another thing we didn't talk about today, which is how we run leadership meetings and profit lever meetings. I know running meetings doesn't sound that sexy, but it is your most expensive thing you do every week with your team. You're gonna run it more profitably and consistently with our system. And this is how you get unhandcuffed from your business. Then we're gonna get into what a lot of you guys have. How do you remove yourself as the bottleneck? You run the same system Jimmy ran as the bottleneck. You remember that when he found $934K? So now I'm going to give you key person task register. We talked a little bit about that, the kill matrix. We didn't talk about the next neck map, which is cool. That's how you figure out like who is the next neck that you're gonna put the hat on for the succession of your business. This is how to exit gracefully, create a business that isn't miserable, and live while you earn.

Awesome.

Then part 11, after working with thousands of you guys, number one thing that's wrong, you'll never fully dominate if you don't nail what's the path you want, how to pick your right business journey so you're not riding 2 horses with one ass. And then lastly, for everybody that wants to sell eventually or increase the value of your business, we gotta make sure that your life is not so miserable, 'cause if the business is tied only to you. Do you have a sellable asset or you just have a job nobody wants to buy? We're not gonna let you do that because you're gonna get all 12 of these. It would have saved me 20 years of pain and struggle. It will make you absolutely dangerous in business because you see, I didn't just want to have playbooks. I want you to have a system you can use every day. It was really important that I wanted to give you my entire tool library. You saw a bunch of them over here. on this vibe board as we went. I wanted you to have the tools to make your own, to steal my homework, to give to your team. And then I wanna do this again with you live. As you can tell, it just, give me a new tonic and I'll keep fucking going, right? Me, you, my team, we're gonna be together for 1.5 days doing all of this. We're gonna have 2 live implementation calls with you and your team. And that's not all. This part, do not sleep on this. I want you to help other people. You're gonna support, and a bunch of you guys, tell me in the chat if this is you and you've done it, how many of you guys have been a giver, not a taker? How many of you guys are putting on your big boy and girl pants, you're taking some risk, and you're like, fuck yeah, I'm gonna donate $127, whatever, $200 a month, I'm a G. I can make that type of money back in a minute. $200? What? $500 a month? Forget about it. I help provide for the next generation. I am a giver. If that's you, then that's what you get here. Because businesses close every single 2 hours in the US, but we get a chance to save them with an operating system that we know works. So I think that's pretty cool. These are people that I've actually met. Active duty military, kids in Kentucky, class of students at UT and Duke and University of Florida, ex-SEALs. And you get a code for every book. So you don't have to get 127 books sent to you like this. You send them the codes to your team, to your friends, to your family for gifts, to help the next generation of whoever you want. You're the fucking Santa Claus now. You're Oprah. That's you with your— give me the giveaway sound. Give me the giveaway sound. Boom, boom, boom, you guys. And you do it all with a tax write-off. What a good fucking idea. So today, summary. 12 Profit Lever Playbooks, the entire Owner Be Owned system, the 1.5-day implementation workshop, 127 books for your team or the next generation, and because we're obsessed with making you money, a concierge loan broker if you want better access to capital. And we're doing it all for for the most ridiculous price I've ever done anything at. I usually wanna own part of your business for this, or I want you to pay me a lot of money, multiple 5 figures for this. But we decided to give you guys the million bucks. And we decided to make it so stupid simple that you can get it all for as little as $299 a month. That you can go and decide to take One phone call better, to close one client better, and all you have to do is go to your dashboard or OwnSystem.com to get it. And then, of course, because if you have issues with your card, you go to the dashboard, you click on Speak to a Program Expert, and we help you close. You can see it right here. Because I am never going to do this again. Here's the Own or Be Owned system. And you click on it on your dashboard. I appreciate every single one of you so much for being here, but I just want you to know that when this event offer ends, you won't see it again. Not 'cause I'm a jerk, but because the faster you move, the more money you make. And this isn't $6K of books. This is a profit system we deliver where we pay the— where we play the bank. And to make it all possible, we keep it so stupid simple because I know we're too busy and we've got too many things on our hands. And the only way you guys are going to come and change the future of Main Street with me is if we make this stupid easy for you, because I think this is actually how we take back our communities. And I want to break down the last couple of logistics before we do something cool. Those 2 implementation calls, remember, what are we doing on these? First, the owner audit. We got to some of your guys' questions today. Let's make sure we nail where your business, your startup, your option, your career is plateauing. Next, we're gonna run your company through the 12 profit levers to figure out where you are stuck, what it is costing you the most right now. You can put in the chat, what do you think it's costing you? What would fixing it give you? And then we're gonna do an onboarding and orientation call. It starts on 9/25. 9/25. So we got to get moving because we're going to go through your owner score and all the tools live. And what if you're not an owner yet? I really want you to ponder this. I see too many people saying, well, if, well, when, da da. Guys, the answer is always right now. If you're an owner or an employee or an executive, you can only master something when you learn the language, then you move towards mastery, Then you get fluent, then you get paid. So if you're an exec, you want your team to have a copy of this book. If you're an exec, you want to have a copy of this book, not even tell the owner that you have it, and go make more money. And then because I know people come to an event like this, you learn something brilliant, you take 30 pages of notes, and then you come back and you're like, dang it, I don't exactly remember what we were doing. I for— Codie was talking about that thing and then she had the tool and then the next step and I'm not exactly sure what happened. And so I have this translation gap with my team and with myself. I have a great idea. I kind of remember it. I didn't execute it on it very well. We're not going to do that. Instead, we're going to make sure your good ideas don't die because your business will only change when you have a plan and people besides you know how to execute it. So I want you to bring your accountability buddy to installation day. The goal is you don't leave with 100 disconnected ideas. You have a shared language and set of priorities. Now, where we are going to end. Offer only available during the live event. Don't yell at me later. Once purchased, it's all you, baby. You got it. You got access for a year. Books are yours forever. Also, The books can be sent anywhere. The codes can be sent anywhere. And then afterwards, we'll give you some cool stuff about the people that you helped. If you're located internationally, no stress. We're not going to send you 552 playbooks. You just get them online. How do winners use the books? Well, maybe you donate. Maybe you actually help. I was a little Sun Devil. I don't know if there are any other public school kids like me. I wasn't fancy like my husband at the Naval Academy. Academy, we're gonna help them out. We're gonna help those public school kids. Or if you're a baller, you're gonna bring all the books to your office. These are all over my office because every employee of mine has to read it. In the back of every single chapter, there's actually a section that I give to employees. This is how my employees make more money, and this is also how my employees know if they are executing my systems properly. It's called the team handoff. And it's right here. In fact, if you come to my HQ, you're gonna get a hat and you're gonna get a book. Easy button, donate. Or ship them to you, whatever you want. You hit this button, you get the system. Then our whole team celebrates you and freaks out. Last thing, a bunch of you guys asked about this. I know I didn't explain it that much. If you guys are making over $500K a year in revenue, you probably Want to get the 127 books, and then you want to click yes on the upgrade option. This is where we work with you one-on-one for an entire year. We do it at a price I've never done before. You get to take your full purchase price of the books off. If you have questions, go talk to a program advisor about it. But as an owner doing at least $500K, this is a no-brainer for you. You get access to me, my team, our monthly calls, everything we talked about, plus our custom dashboards. So that's really only for people that have bigger businesses. Now, you only get this offer after you donate the books, so do not click off when the second offer jumps up. I know a bunch of people said, I couldn't get that, what happened? Go talk to our program advisor, they'll explain it to you. So you're only going to see it then. And then the last part. We've given away, this is kind of cool, We said we'd give away a million. We said it was 90 minutes. It's like going on 700 hours. We said we'd give away a million. It's $1.108 million we've given in cash and prizes. And what I want you to know is like every single thing that we've done today, every single thing that we've done and that allows us to do all of this, you got it now, friends. It's part of your own Urbion system. It is your turn. So I want you to join us in there. This is where we get started. Because what I think is true for sure is that beginners do too much and pros do only what is needed. So before we go to the VIP-only Q&A, which we're going to go to in a second here, before I end tonight, I guess the last thing I'd have to say is I want to leave you with one Thought that I learned the hard way. There's this line that haunts me, which is, procrastination is the worst form of self-abuse. Indecision is the worst form of self-abuse. If you know that the Own or Be Owned system is right for you, give the gift of putting your head on the pillow knowing you are in, knowing your decision is made. You'll get the best night's sleep when you are no longer on the fence, when you have the peace and calm that comes from knowing you are not alone. You have me, my team, and our community. And so all it takes is to claim your space on the dashboard. My team is ready and there for you. And there's only one more thing here. And that is that actually we have one more really big giveaway because you guys hung out with us all day.

Woo!

And that giveaway is 200 of you business owners have just won $150 Amazon gift cards for whatever you want. 200, excuse me, 2,000 for your business or for yourself from our partners at Brex. This is super cool. You'll see your name scroll over here. And we did this at the end of At the end of the day, because you guys have stayed with us, and so when you make money, you're with us. That's our plan. Every time you hang out with us, we help your business grow more profitably. Now, for VIPs, stay right where you are. And also, we can let this scroll for a second so they can see that in the background. For VIPs, I want you to stay exactly where you are. This is an intimate VIP with me and my team, starts in 10 minutes. For those of you who upgrade to the OWNED System, you can join us for the VIP Q&A too. Once you buy, leave this room, that's it. You just go to the VIP room, it'll show up on your dashboard. If you don't see it, hit refresh. You have, you have how many minutes? 10 minutes, crew?

10 minutes.

You have 10 minutes to join us. I am so excited to meet you all on the other side of the Own or Be Owned system. It's gonna be so much fun watching you guys become more profitable than I do. I want you to tell me, just like Amjad got to chuckle when one of his companies he helped hit $1 billion, I want you to do the same thing and tell me, you have 10 minutes, let's fucking go. Thank you for being a builder.

Thank you. Like a drumline tapping under my jacket. I don't need a crowd to tell me I am. I don't need a trophy in my hand. I got a name that won't wash off. I got a fire that won't turn soft. This is my own name. I wear it like a flame. My own name.

I won't hand it over.

I was made for this role. Made for this frame. This is my own name. My own name, my own name, my own name. Yeah, mama said, boy, keep your head up high, keep your eyes on the good, keep your hands on the prize. So I took the long way, took the hit, took the pain. Now I'm singing back my life in my own name. I don't need a crowd to tell me who I am. I don't need a trophy in my hand. Yeah, I got a name that won't wash off. I got a Up tight, couldn't let it speak. Then you walked in and the room went light like a porch screen going in a summer night. Now my knees don't shake like they did before. Got a little holy in my core. Can't keep it small, can't keep it in. This joy came back and it brought a friend. Got Sunday in my bones. Sunday in my bones. I can't stay low. Sunday in my bones. Hands up high, let it show. Sunday in my bones. Sunday in my bones. Sunday in my bones. Sunday in my bones. Sunday in my bones. Sunday, I took the long road through the mud and rain. Still found a song in the middle of the strain. Now every scar looks like a little gold line. Proof I was held through the worst of the ride. Now my knees don't shake like they did before. Got a little holy in my core. Can't keep it small, can't keep it hidden. This joy came back and it brought the This joy came back and it brought the friend. Got Sunday in my bones, Sunday in my bones. I can't stay alone. Sunday in my bones. Hands up high, let it show. Sunday in my bones, Sunday in my bones. When the dark comes close. Sunday in my bones. I still got glow. Sunday in my bones. When the doubt gets loud. I already know. Love picked me up and it won't let go. Like you carried a weight I couldn't explain. Now I look back at the road that I crossed. Every wrong turn still got me to this song. I was bent, I was bruised, I was worn through and through. You kept a notebook by the kitchen door, blue ink goes in a coffee stain. Every morning added one more mile, every setback taught you where to aim. No one saw the hours after work or the quiet just to start again. You don't need a perfect road. Just a reason and a steady step. Keep your eyes on the far side. Build it brick by brick. You are closer than the doubt says, closer than you think. When the plan bends, bend with it. When the first trap falls apart. Still, you learn the shape of patience from the miles you carried in your hands. Let the small wins fill the calendar. Let the hard days prove your strength. You don't have to see the whole horizon, only where to place your feet. Keep your eyes on the far side. If your hands are tired, rest them, but don't mistake rest for done. There is still a page unwritten. There is still a race to run. Keep your eyes on the far side. Build it brick by brick. You are stronger than the doubts. Stronger than you think. When the plan bends, bend with it. When the first try falls apart, take the next honest step forward. That is how you reach the mark. One more step, then one more step. The distance changes when you start. They told me keep my feet beneath the ceiling. I kept a notebook full of different meanings. Yeah, I had a hand-me-down pen in the borrowed desk. One small room, but the plan was blessed. Rope goes on I started in a bag of a grocery receipt, then I folded that paper and carried the dream. Every closed door taught me how to build. Every slow month tested iron will. I learned progress can whisper, not shout. One brick every day till the walls stick out. If the road gets steep, I adjust my stride. Keep the promise I made to the kid inside. Big dreams, bigger than the doubt, built from the quietness nobody knew about. Hands to the sky, feet on solid ground. I'm not waiting for a sign, I'm making one now. Big dreams, let the whole world see what was once just a thought is becoming. If I fall, I rise with a clearer view. I got miles to go and I'm coming through. Oh, oh, oh, oh, oh. And I'm coming through. Oh, oh, oh, oh, oh. Oh, oh, oh, yeah. I got miles to go and I'm coming home. Yeah. I know the price of a seat at the table. Late rent, cheap meals, still I stay stable. Friends said slow down, I said watch this space. I'm not chasing applause, I'm improving my pace. Put the fear in the box, put the box on the shelf. Had to stop asking permission to bet on myself. Now the blueprints stain from the work in my hands till I circle new places and redraw the plans. When the room says no, I remember my name. A spark in the chest can outlast any flame. I got big dreams, bigger than the doubt, built from the quiet nights nobody knew about. Hands to the sky, feet on solid ground. I'm not waiting for a sign, I'm making one now. Big dreams, let the whole world see what was once just a thought is becoming me. If I fall, I rise with a clearer view. I got miles to go and I'm coming through. I got a dream. Tell the ones behind me, bring 'em. Bring your plans along. You don't need a perfect start to make it strong. Count every small win. Let the record show a seed can split stone when you give it room to grow. I got big dreams, bigger than the doubt, built from the quiet nights nobody knew. Midnight oil on a greasy wrench, working late on the workhouse bench. The factory whistle calls the dawn, we keep on pushing, keeping on. The radio plays a 3-chord song reminding us where we belong. We traded dreams for working hands across these hard-won headlands. But I see the kid I used to be looking right back through the glass at me. Still got the coal, still got the spark, lighting matches in the dark. Oh, don't you ever stop believing. Even when the ground is leaving, hold the line, keep the fire. Take that spark up higher and higher and higher. Through the rain, through the rust, in the road we place our trust. Yeah, don't you ever stop believing.

Oh.

Way.

The highway stretches out like a scar. We've come so close, we've traveled so far. So turn the key, let the cylinders roll. We're saving our home, we're saving our soul. Higher through the rain, through the rust. In the road we place our trust. Yeah, don't you ever stop believing. Keep on believing. Yeah, hold on tight through the long dark night. Don't stop. As she comes around, I'm unstoppable now. Unstoppable now. Unstoppable now. If the ground shakes, I'll stand taller. If the night comes, I'll burn brighter. Every challenge makes me stronger. I was made to cross the wire.