Den Unleashed Part 2- It's not your fault, nobody taught you how to run a business with Charley Valher

G', day, folks. This week, part two of Den Unleashed on the Video Business Accelerator Podcast. So, as I said, if you hadn't seen last week's episode or watched or listened to last week's episode, the tables were turned. Charlie Valor, who was the very first guest in this podcast and a good friend of mine, said, hey, Dan, why don't I interview you and ask you about running a business and what are the challenges that you see and what are the things that you find filmmakers are sharing with you on an ongoing basis? And so if you haven't listened to last week's show, we talked about why so many video businesses stagnate or indeed fail sadly. And this week, we wanted to kind of follow on from that and help you understand that actually it's not your fault, you know, because no one's actually told you or shown you how to run a business. And running a business is a whole set of skills that I've picked up over the last 10, almost 11 years of running a business and investing hundreds of thousands of dollars in my own education to learn from the best, be it, you know, in marketing or sales or mindset in events around the world. And so it was really such a privilege and a kind of, I guess, an honor to be asked these questions. It was actually nice. You know, we've done like 44 or so episodes of this podcast now, and to be the one interviewed for a change, it was actually really enjoyable. And so if you find it useful, please do share it with your friends. Share, like, subscribe. And yeah, you know, submit some questions. If you've got anything you want us to cover, we'd love to hear from you. When we were doing this recording, I realized how much I was able to draw upon. So I do that all the time. And in the coaching sessions we have, we have two weekly coaching sessions inside the accelerator program. So we're always having Q&As and drawing on my 10 years of experience. But not just that. The experience of the group is phenomenal. We've got businesses doing anywhere from a couple hundred thousand up to several million. So the knowledge that exists within the accelerated program is quite phenomenal. It's a really powerful aspect of it. But let's jump straight into this week's call. It's fascinating. I think it seems kind of weird me saying that because I'm the one being interviewed, but I find it really enjoyable to share this, so I hope you do too, and enjoy the show.

Welcome to the Video Business Accelerator Podcast. Each week we uncover the secrets to Creating a wildly successful and scalable video production business. With your host, Dan Lenny, discover how the accelerator program is transforming the lives of our members at www.videobusinessaccelerator.com. enjoy this episode.

Hey, guys, welcome to the Video Business Accelerator Podcast. And yes, this is a different voice than you're used to. I'm back again taking over Den's podcast, and today I'm going to be doing a part two on my previous episode with Den Lenny. So, Den Lenny, welcome to your own podcast.

Thank you. It's really lovely to be here. I could get used to this, Charlie. It's like I just have to rock up and answer questions rather than ask questions.

It's nice to spin things up. Well, it's one of those things. I listen to a lot of podcasts and often I really appreciate the host's insight, but often they're doing the interviewing, so we never get their side of the story. So I think this is a chance, or, like, as it's proven to be in the first part, we did a chance for you to kind of unload and unleash with some perspective and I think very helpful insights on the industry. So as I've kind of referenced, guys, this is part two. So me and Dan recorded a part one for this where I asked Dan a lot of questions about, you know, what causes so many video businesses to stagnate or fail or really just never reach their potential. And Dan went deep into these ones from there. And I quickly recap. Now, we spoke about mindset and about mindset being one of the biggest things that hold people back in a video business. The next one is money and their feelings and actions towards money. So like, you know, a fear around not enough or always chasing the next dollar. Instead of focusing on building the business. The next thing we leaned into when we came into that was around gear, buying way too much equipment and keep the mindset going. And I suppose even the attitude of more equipment kind of solves this when buying more equipment is actually the thing that holds them back because it's crippling cash flow and so many other topics. And I'm paraphrasing here, check out part one. Like an absolute deep dive into so many important things and how we can kind of change them. There's so, Dan, I know I've just spoken a lot, but I felt it was important to recap before I go into these questions, because in part one, we spoke a lot about where it kind of looks at and where these big challenges are for stagnation in this episode, the part two here, I would love to get into how do we solve them? Like, what? Where are the steps or things we can do? Or how do we look at these challenges and overcome them in a video business?

Well, thanks, Charlie. I really do appreciate you taking some time to do this because I think it's really valuable.

And you're absolutely right. You know, all these problems are problems that I experience myself. These are all things I am 100% guilty of. And I touched on the last one, but I went to an event, I think it was in 2009, and it was in Austin, Texas, and it was the marketing. It was a sales marketing conference by digital marketer. And I. So I spent the money in the flights and the hotels and did all that. And while I was there, a light bulb went off. I was like, nobody's taught me how to run a business. I'm a really good cameraman. I'm a really good editor. My clients love me. But no one's ever taught me how to run a business like, I've got by. By word of mouth and referrals. And that's how even the word referral is like, kind of a strong, strong word for this industry. You get by word of mouth. That's how the industry works. We all get used to it. But with the explosion of video and tools and opportunities, it's just not enough. So I was like, right, right. How do I run a business? Like, what. What is marketing and what is sales? I don't want to do sales, you know, because that's. That's kind of. I don't be a cheesy salesman selling cars. And I just feel like the word sales, you automatically think of, like, being salesy and, like, pushy and. And so I went to this conference, and then it got me. It started me on a journey of. Of, like, discovery and of reading and of. Of going to events. And I went to dozens of events over the next 10 years, and I still to this day invest heavily.

Because when you spend time in a room with other smart business owners, you realize there's a lot to learn. But by just being there, you already learn a lot more. So the first real observation was, nobody had told me how to run a business. There was no manual. There was no kind of like, here's how to run a video business. And I think, what's different about video businesses? And I've spoken to a lot of my own clients who've perhaps worked with other coaches or been in other programs, and they say, you know, it's all kind of the same kind of stuff. But the difference is then you understand video. You understand what it's like to be a creative. And I do think that creatives have a different approach to business and life because we're not hard and fast, you know, deal makers. We're not. That's not our first move. Our first move is, how can I help you, Charlie? Tell your story. I want to have a relationship with you. I want to help you communicate your story. Because I'm an empathic person. I love telling stories, and I want to help you tell your story. And that will be something I would love to help you with. Now, where, where, where I recognized was a disconnect was that's, that's all very well, that's all very nice, but. But if you're going to invest money in making a video, if it's not you, your boss, or someone more senior saying, if we're going to spend $10,000 on this video, what are we getting out of it? And the wrong answer is, well, you get a 4K camera and you'll get a drone and you'll get blah, blah, blah, and you'll get grading. It's like, no, the client needs to know, if they invest $10,000, what is the return on investment? How is this video going to help them communicate their product, service or otherwise to reach their audience so they can sell more of their product? That's the big shift that you have to wrap your head around as a video production company selling corporate video services. What's in it for them?

A friend of ours, Ben Simkins, says, you know, your product or service is the obstacle in the way of the client getting the result they want. You know, I think the great analogy is nobody really wants to go to the gym. Like, nobody actually wants to go to the gym. I mean, yes, when you work out, you start to get endorphins and serotonin and you kind of start to go, hey, look, you know, I'm starting to feel good, so if I go to the gym, I'll feel good. But no one actually wants to go to the gym. What they want is the body as a result of going to the gym. They want the six pack so they can fundamentally feel more attractive and attract the opposite sex. That's what's actually going on for the majority of people that go to the gym. They might not say it, but they're thinking it. And I think.

Getting your head around that as a business owner to go, you know, I might be passionate about video and a Lot of video production people spend a lot of time in video production circles talking about video production technology. And sometimes that can mean that they lose sight of what clients actually want and need. And I'll give you a great example. One of the exercises we do in our program is we actually get you to go and connect with your existing clients. And we have a series of questions that we get you to ask your clients. And they're very specific, and they're very specific and they're very strategic because what they do is they extract from your client what matters to them and it's not what matters to you. And oftentimes I'll see video production companies write their websites and write their advertising, if they're doing any from the point of view of like, hey, we have this gear, we do this kind of technology, here's how we film things. And they often miss the point because actually times what often clients want is to feel like they can trust you to show up on time, that you're not going to look like a dog's dinner, that you're going to deliver the project on time, and that you're actually going to make them look good. You know, that that's, that's the real key. And when you get under that sort of psychological skin of your client, that's when you start to win.

I think you've hit on a lot of points there then, like so many. In fact, we're going to have to deep dive into a lot of these. I think a little bit more from here because I think you nailed on something huge about that. It's not common to be taught how to run a business. In fact, there's actually not that much information out there on how to run a business compared to how much information there is on grading or editing or the gear itself. The other side, I think is really interesting, and this is something that I've really picked up in this area as well, is technically, I would say this is probably one of the only industries, in fact, where the technical skill is also high across the board. Like, I would say that 95% of video businesses are technically amazing at what they do. There's probably not a lot of gap between them. They're all really high standard. And then you've kind of leaned into from here that the gap, right, is shifting into that business owner mode and understanding what your work means to another business and how to sell it in a way that's important to them. And I love that example and I'm a big fan of Ben Simkin as Well, I think he's a phenomenal mind. And I had a big shift even personally when I heard that comment about the idea of like, you know, your solution is actually the obstacle and we can get very, very caught up in how to kind of look at that from there. So, so many huge points and so many things to consider when it comes to that. But I wanted to go back to the, to the earlier part there. If someone, let's say, is that freelancer or is, you know, in that business owner seat right now, but hasn't developed those skills on how to run a business, like, where do you go to Lear? Who should you be reaching out for? What books should you read? What courses should you do so you can start kind of leaning into this skill set?

You're right. There's a story you told me about, they call it the A paper philosophy, which is.

Students were struggling to get A grades in an exam because they didn't know what they had to do to get A grades in an exam. And I think it's the same in video production in terms of business ownership, is that, you know, if no one's shown you how to become a great business owner, then you literally are throwing mud at a wall going, well, I don't know what I'm supposed to be doing. And you know, and generally speaking, we have limited time and limited energy and limited resources. We all have 24 hours in a day and we all have lives and partners and sometimes kids and other commitments and just like life, maybe you want to play guitar on a Thursday night, maybe you want to ride your bike. Like real life stuff. And Filmmak is such an all consuming thing. You know, I remember a period when we were really busy, but that was all me. And I was working from 5 in the morning till 8 at night. I was working weekends and my wife was like going, where are you? Like you're not present. Like, the weekends would come and I'd be panicking about money and stressed about the workload. And because I was doing everything myself, I was like, something's got to change. So I hired a business coach and I hired a business coach at a period of my business where I didn't think I could afford to hire a business coach. And I remember he's a guy that I used to work with and he was a very, very experienced executive producer. And he charged us 1,000 pounds a day, one day a month. And that was about, you know, $1,800 Australian, probably about $1,500 US a day. And at that Time I was like, holy shit. Like, he's going to come into our office for a day and we're going to spend a thousand, £1,000. But he helped me understand the processes of, of, of splitting your business up and going, you've got to think of your terms in terms of a, an inquiries department, a marketing department. How are you getting people to make inquiries into your business beyond word of mouth? How are you then converting those inquiries into customers? Because just because someone makes an inquiry doesn't mean they're ready to buy. And I see this a lot. Filmmakers get an inquiry and they go, hey, I've got an inquiry. I sent a quote. And they automatically assume because you've sent the quote, there's a high probability they'll get the work. And what they'll do is they'll literally go, well, I've sent a quote out that's going to be worth 20 grand. I'll, I'll just go and watch Netflix now, because that's, that's bound to come in. And it doesn't come in. They get a shock. So there's a distinct lack of understanding of how many inquiries you need to generate sales calls to then convert maybe 25% of those sales calls into real clients. And so what Nick helped us do was really work out what the different departments in our business were. Even though I was wearing all of the hats, because then it enabled you to go, okay, if I could get extra business and in charge a bit more, I could actually start outsourcing my bookkeeping. And that'll take that part of my work off my plate. And then as you go on, you recognize that you're probably not charging your jobs correctly. Because a big, a big problem is when, when the freelancer turns into a business owner is they don't, they don't change their pricing strategy from how much it is a day to hire their services. Maybe they're adding a bit extra on here and there, but, but it's like you can't charge freelance rates and run a business because you have to understand business overhead and an investment strategy in building up some capital and profit in the business and cash flow that enables you to make decisions to then go, okay, maybe I'll outsource the editing. Now, that might mean if you were charging 950 day for editing, that might mean you're not going to keep all 950, but you can get an editor for 300, which means you still keep 650, but the editor does the eight hours of editing. And what you can do with that time is something else. I had a client yesterday I was chatting to and Tim's just had a brilliant few months and we've been working together for about five or six months now. And he had this one big job. It was a big schools project and it was like 35 shoots over three weeks. And last year he did everything himself and he said, we made a lot of money but it nearly killed me and it caused a lot of tension at home and I was exhausted and I dropped the ball a few times and I missed a few things and it got really stressful. This year as a result of working with us, he's like outsourced 90% of that job to a freelancer. He knows he's going to a couple of shoots. He's hired a production manager part time to manage all the logistics. And he's like, Dan, it's amazing. He said, because I'm in the office three days a week now and I've got other people on the jobs, which means I can take another job on and send somebody else on that. And he's had this massive breakthrough and he's on target for a six figure quarter. And he's like, it was a tight start to the year and I'm on target for a six figure quarter because of the stuff we've been doing in the program.

Isn't it amazing though? And I love that story about when people make the jump and they go into that business owner seat and they have those successful projects roll through, they get addicted, they sit there and they go, holy crap, if I can scale past myself into this, this is something I'll be able to do more of down the road. This is something we'll be able to do across more jobs. And they get start to see like where the limiter comes off. The business is no longer limited by them.

Yeah, and I've had that same breakthrough myself in terms of leveraging team. Now a lot of, a lot of filmmakers don't want to have a full time team and I get that. But as we talked about in our very first podcast, you don't have to have physical team in your office. You can leverage part time people, you can leverage skills offshore. There are a number of ways. There are no barriers to building your business and you don't have to have a team in the office. And that's something else we focus on a lot in the accelerator program. It's like if you don't want to have a team, then don't have a team. Understand you need support and you need to resource. So if you don't pay a full time editor, fine, use a contractor. You will pay more for them. But it's about leveraging. And then I think that that has an impact new in how you price projects. And instead of pricing like a freelancer, which is like, wow, it's a day of, a day of cameraman, it's a day of equipment, there's some lights in there and it's a day of editing. It's, it's X amount. Instead you go, okay, I, let's talk about strategy. What is it you're looking to achieve if I were to be interviewing you, Charlie, be like, hey Charlie, what's important to you in terms of this video? What's the outcome you'd really love to achieve? And you ask those kind of questions, you become the trusted advisor.

I love that. I love that a lot. And you dropped a nugget there that I don't think many people picked up on. So I'm just scanning, you know, I wrote it in my notes as you said it because I have to come back to this. I think what's interesting as you just picked up is that if you develop this business owner skill set, you can actually take advantage of freelancers so you can take and use the people that are caught in that previous era. There's nothing wrong with being a freelancer if you want to be a freelancer or preface that. But it's funny that they can become a really valuable asset. You can actually hire other freelancers and you know, have them in those right seats so you don't have to hire on that type of capacity or it's a great way to step into being more of a business owner instead of fulfilling all on you. Yeah.

And I want to just emphasize, you know, I was a freelancer for many, many years and for some people that's the lifestyle they choose. It's flexible, there's lots of variety, you just turn up, you get paid a rate for the day and that's it. That's totally fine. I'm, I'm talking about helping you if you want to move beyond that. Because if you want to buy the seaside based, you know, like the, the two and a half million dollar house on the ocean, which for some people that's a goal, then you can't do that as a freelancer because there's only so many hours. I think it was.

A Gary Vee post or something I watched the other day and, and it was talking about if you worked at McDonald's, it's a pretty weird analogy, but if you work at McDonald's basically you earn $20,000 a year and you can become a millionaire. If you work for 50 years in McDonald's and don't spend any money, you will become a millionaire. I think it was Grant Cardone you will become a millionaire in 50 years time. That's because you're the one that physically has to go and spend 40 hours a week flipping burgers at McDonald's. Now take that analogy and apply it to you being a freelancer. You can earn a couple hundred thousand dollars a year as a freelancer if you work your guts out, weekend, week out, year in, year out and hope that you don't get injured. And I say that from personal experience. I my career died instantly when I broke my leg. And that's a very real risk for anyone in that freelance position. So you're in a very risky position. Plus in Australia for sure, like you know, there just ain't as much freelance work as there was because all the networks are laying off loads of talented people. The broadcast TV world is just dwindling and that's probably true in a lot of places. So there is more stock of freelancers in the marketplace. There is more work available for business owners looking to solve companies problems. But the gap is big freelance skill set, a big freelance skill and database of market and a big demand for video production. But oftentimes these freelancers don't want to be the ones negotiating with clients. So if you're someone who runs a video production business business and is comfortable talking to clients, then there's a massive opportunity to make a lot of money doing what you love. Helping people achieve their goals with video. Feel very fulfilled and more importantly generate a solid secure income and future for your family. Have the house of your dreams, bring your kids up. If you want to send them to private school, have that option and take them on nice holidays and spend time with them. Because that's really the difference between freelance and running a business. And you know that in a nutshell is the solution. But you need to get help to run a business.

Yeah, I completely agree. It was the same for me. And it's so interesting that it's like I got deep in my, I think it was a few years in before I had the realization I had no idea what I was doing. I actually thought I did to some degree before that. But very, very fascinating. But Dan, you've jumped on something that I think is important to go a little deeper on. And it's like in Episode One, we referenced the idea that the video industry in general is exploding. I actually think this industry is even going to get bigger over the next five years, dramatically bigger, because video is going to become the biggest part of the Internet and it's already well and truly onto that. We're already seeing some big moves. But you mentioned the idea that, you know, a lot of things like broadcast TV and a lot of like in parts of the video industry are actually dying. So what I would love your perspective on and insight is where's the opportunity for video businesses into the future in your opinion? Like, where do we look? And you've already hinted at one, but I'd be curious to see on a deeper answer here where you would take it.

Well, I mean, I want to caveat this answer with I don't have a crystal ball, because if I knew the answer, I would just go hard and fast into it myself.

But I actually, I've done a lot of work on myself and I know that my purpose is to help people. I fill my cup the most when I help others succeed. Seeds. So that's why I don't do production anymore, because I get more pleasure supporting other filmmakers. But where do I see the trends? The companies that I work with that are doing well, it's. It's more to do with the clarity of who they serve and the consistency with which they serve them. If I could sum up in one word, it's consistency. I think of one of the companies I work with, Balloon Tree, they know their niche, their niche is very clear. The guy who runs that company is very clear on what they do and who they serve. And they've got a very unique style and they have a really solid base of clients that come back again and again and again. And so it's not so much like, where's the golden opportunity? The golden opportunity, if I were to try and paraphrase it, is know who your market is, pick one and become their trusted advisor. Because you've got a lot of businesses who are being fed a lot of information on LinkedIn on Facebook about the importance of video. These stats are banded around a lot. You know, 80% of video by 2020, video is undeniably going to be a huge opportunity for everyone.

The key is to not try and serve everyone. The biggest risk, I think, is if you're a video production company now doing video for everyone. It's like the freelance camera was. Freelance cameraman was for a big TV network that's dying.

There's just not the scope to be Jack of All trades. Hey, we can do anything, therefore we'll do everything. Now the caveat to this is when you go niche, it doesn't mean you exclude other work. It just means that you focused your marketing message and targeting on one demographic group of the environment. It could be engineering, it could be schools, it could be government. Within that, there is plenty of scope, endless scope to create all sorts of different types of content. Because video is entertainment. And the more entertainment and the more storytelling there is, then the more likely the audience will be to engage. So there's no, there's no, there's no shortage of opportunities to produce a whole range of content and storytelling across different markets. But you have to be clear on who you serve, because without that, you're going to spend a lot of energy and a lot of money trying to attract everyone. And when you try and market to everyone, you end up talking to no one. That's, that's my, that's my kind of sage advice is that, you know, stop trying to come up with reasons why you shouldn't go niche because the evidence is just so monumentally compelling that if you go niche in the States, they say if you go niche, you go, you go rich. And it's true. You have to be talking to one section of the market.

I love that there's a reason why niche rhymes with rich. And then that was actually a surprising answer for me because I completely expected you to say social media. I really expected you to say that social media content or LinkedIn content or something in that sphere is going to be there. But as I listen to your answer there, I actually agree because it's kind of like if you get known or a showing demonstration of serving a particular area of the market well, you'll fare the well in the next few years because you won't be competing with the jack of all trades.

Exactly. And I guess the way I'd kind of balance that is that social media is like tactics, niche is strategy. And I forget who said this, but it was recently they said you want to marry strategy and date tactics. That would be like me saying, hey, you know, I think the opportunity is in making Snapchat videos, professional Snapchat videos. Well, Snapchat's kind of come and gone in the grown up world. I mean, still used by the kids. But like social media platforms are constantly changing. Yes, you've got your big ones, Instagram, Facebook, LinkedIn.

I don't even want to say they're safe because, you know, was it MySpace at the time was the big site now Gone. So if you do stuff that's too specific for social media.

As your offer, well, like you're competing with everyone else. Because we could do social media videos. If I'm helping you, because you're an engineering firm, understand how to navigate the video world and how to use your budget to get maximum value from that, sure, we can make you a series of videos that communicate your message to your clients. And yes, we can cut versions for social media. But if you're going to the heart of the problem and helping that person navigate, helping guide them through something that they know nothing about.

They will just regard you as their trusted advisor. And as long as you don't mess it up, they will never go anywhere else. And I use this example. I have been fortunate enough to be working with Sony, you know, that little company in Japan, at a senior level in Japan, for 15 years.

15 years I've been working with Sony. It's not because I'm a nice guy. I mean, they like me. We have a good laugh when we get together. But there's a reason why they keep coming back to me. And you know what it is? It's because I understand what their problems are. When we made a launch film for Sony, I would get some stick from the Internet about, you know, who wanted to get this guy to do it again. He was, he would get somebody else to do it. You know, this is crap, but that's like a guy standing in London or a guy standing in America. What they don't understand is that Asia, that the Asian market for Sony. Absolutely. Gulfs engulfs the Europe and US Market by a monumental amount. And when I work with Sony in Japan, they'll say to me, we know that you can make a really creative film, but we need to make sure that film doesn't offend any culture on earth and that it takes our requirements because we've got market research that says these things need to happen. So when you come in as a creative and are given the opportunity to work with a brand new camera, everyone's an expert in their armchair. In hindsight, oh, I would have done this, I would have done that. And filmmakers especially, they're a pretty opinionated bunch and I love that, but they don't necessarily know the full story. And trust me, it can be challenging at times working with a Japanese client with all these stakeholders. But I believe the reason I get hired again and again, and I'm actually going to Mumbai on Tuesday to speak at a YouTube event for Sony. It's about the 10th one I've done in the last two years and they fly me all over the world business class to do two day events or one day events to speak in front of a YouTube audience. And I'm very fortunate that they get to do that and they pay me very well for that is because I deliver and I deliver the message they want to communicate to the market. And I'm okay with that because I've had a client for 15 years, hundreds and hundreds and hundreds of thousands of dollars worth of business consistently because I listen to what they need, I know what's important to them and I display the content in a way that helps the audience and it gives the audience value but also satisfies the needs of the business. And that's a great example of just asking the right questions.

It's a extreme example of going the extra mile for your client and what a deep relationship it's been able to form their dent. So I love that answer a lot. I really think it's an important way to view working with clients. So we've reached our time limit on this episode dent and it's been as usual an absolute wealth and so many nuggets and so many lessons I think video businesses can work from. So I want to say a big thank you for taking my line of questioning and I think you've offered some great perspective. And guys, you already know where to check Dan stuff out. Head over to videobusinessaccelerator.com make sure you get on that email list and keep getting updates to get more information like this. So thank you once again, Dan for coming on this episode. Do you have any final words for the listeners or viewers?

Well, first of all, Charlie, thank you. I've really enjoyed being in the hot seat and I hope that me sharing my story is helping those listening and watching, you know, a really high value of mine is just like no bullshit. You know, I've been in the situation that many people are sitting, listening to this, watching this now. I've been there, I've done it and I think that's what makes me different. Like, you know, there's any number of business coaches out. My clients say to me, you know, Dan, I've worked with other business coaches and they've been great. But you just understand our business and our industry and I think I take that as a real compliment because it was Gary Vee, I think, who said this recently and he said, you know, the key to success in business is just care.

And it's so simple. Oftentimes the solutions in business are very simple and it is very simple. It's not that easy to do that consistently if you're distracted by too many things. Once you start to understand you're kind of you're responsible for everything that happens in your life and if you just focus on caring for your clients outcomes, I promise you your business will fly.

Sage advice there and a strong comment I agree with a lot. So thank you once again. Dan Lenny that's been another episode of the Video Business Accelerator.

You've been listening to the Video Business Accelerator podcast with your host. D. If you are a video business owner who is tired of going it alone and would benefit from mentorship, support and weekly accountability, then mouse over to www.videobusinessaccelerator.com to learn more about how the Accelerator program can help you today. Don't forget to subscribe and rate the show over on itunes and we'd really appreciate you taking a few minutes to leave a review.

Sam.