Make Every Person In Your Company Worth 10X More - Johann Nogueira [UPDATED]

This next entrepreneur who's going to share with you is wicked smart. Really mean that, wicked smart. He's done 4 tech build and exits. So that sort of shows you the caliber of the guy that we have here. We've been friends for many years now. We catch up just based off that whole iron sharpens iron. It's great to get together with like-minded people. I don't believe you'll be disappointed. Please, round of applause, welcome Johann Nogueira.

Thank you.

Thank you, buddy.

Thank you very much. All righty, let me get my timer here. Hey, Craig, can I grab my bottle? Sorry, I left it there. Water. All right, guys, are we excited? Was yesterday amazing? Did everybody overdeliver? Yes. Yes, we learned so much. You learned all about the tools. You learned all about all the technology that you have access to. This is technology that most people never could access before. Now, anything that you can imagine, you can create, right? What a time to be alive. I'm so, so, so excited. I'm so excited that I can't sleep. We went on holiday for 3 weeks. And I was so— by the way, first time in like 10 years, I got to disconnect, be with my family, etc. When I came back, I was like, I don't— I know nothing. I'm 3 weeks behind, you know, 3 weeks in this, in AI, you're just, you're months or years behind. So I'm really excited for where we are, where we're going today. I'm going to talk to you about how to 10x your workforce. It doesn't even have to be your workforce. It's yourself. What if you can get 10 times more output from yourself? I'll show you exactly how we do what we do. And you guys are going to be in the 1% of people who know how to do this stuff. By the way, why do we come to events? Do we come to learn? Go for it. Why are you here? Going so fast. Yep. Exactly. One of the things that you cannot get, like, we have access to all the information in the world, right? Yeah, at our fingertips on our phone. We've got all— but the thing that we don't have is the people in the room. I started my journey 21 years ago, a long time ago. It was in rooms like this where I met my business partners, my collaborators, my joint venture partners that allowed my businesses to excel. So you don't know who you're sitting next to. You don't know who's in the room. Greg has curated an amazing room. So please take advantage of the room. I want to give a big thanks to Greg. Greg is one of the most incredible humans on the planet. I get to speak to thousands of people. And when my phone rings and Greg's on the phone, I don't think it goes past 2 rings before I answer, right? If he's— that is a realistic photo. Shh, we're not allowed to talk about that stuff. So Greg's curated a room of amazing people. Please, you know, the ideas are great, the updates are great, but the thing is you will meet the right people you're sitting next to. It's incredible who you will who you will meet. So Greg, thank you so much for curating it. I'm honored to be speaking here. You're amazing. 4 exits. Great. Now I tell my son all the time, I said, hey, the best thing in life is nobody cares, right? Nobody cares because they're so busy with all the stuff that's in their own mind. The reason I put that up there is to show you a thought process of how I've built my businesses. And then you'll see a pattern. Success leaves clues. My first business I started— actually, I'm gonna go to my third business. I'm gonna look at the first couple of businesses, you're going to be trying to figure out stuff. Don't worry about it. I'm going into the third business. Third business, we were 2007. 2008, selling websites for $500. I just, I went to an event just like this and the guy showed us WordPress and ThemeForest. Who remembers those? Yeah, a long time ago. And I was like, wait, wait, I can go to ThemeForest, download a template and then upload it and I have a website and I can go and talk to anybody and then update it and boom. And I was charging $500 for a website. I was like, I'm a money printing machine. It was costing me like $1,000 to deliver the website. I was not making any money, but I systemized the business. I went and started talking to my competitors and I said, hey, you guys are really good at what you do. You know, you've got 12 developers and you've got 2 salespeople. What would it be like if you had 12 salespeople and 2 developers just in case we mess up? What do you mean? They go, we don't want to talk to you, you're a competitor. I said, no, there's no competition. I am good at what I do. I just do one thing. We build websites. You guys can go and do what you got to do. So pretty much in a couple months, I'd say probably 3 to 6 months, we had 36 agencies sending us work all day long. That built my team to 100 staff. Sounds pretty cool, right? It was the most stressful business I ever had. Managing people, managing clients, managing, you know, all my partners, etc. Anybody who's in agency land knows that. And so anyway, so, but that led to the next business. The next business was a company called Building Interactive. I moved into a building in Melbourne and I get a piece of paper slid under my door. Who knows, who knows Crown Casino next to Melbourne, in Melbourne? Next to it, there's a big black building called Freshwater Place. And so moved in, they get this, I get this piece of paper, they go— when I moved in, they said, we're the best building in Melbourne. Yes, I'm in the best building in Melbourne. Piece of paper says, your windows will get cleaned tonight. Interesting. Next day, the gym is out of order for 2 hours. Okay, interesting. I always tell my kids, anything that happens, always say, that's interesting, and think about it. So now a month goes by, I get an inch of paper sitting on my table, and I go, there's a problem here, something I can solve. Take it, go to the building manager, and I say, hey, how much is this costing me? Anybody live in apartments? Yeah? Mm-hmm. In an apartment building, you got owner's corporation fees. It was $1 per sheet. That guy's really got to bless you. A dollar per sheet, 2 times a day, $1,000 a day wasted just to let people know that the gym is out of order for 2 hours or whatever it is. So I said, hey, do you want to— I'm going to build an app. Now, this is 2012. I'm going to build an app for the building. The building manager is 70 years old. He goes, I don't know what this is. Mobile apps back then had just come out. So patterns, things just come out, capitalize on it, and then, you know, build a business around it. We show him the building management tool. He goes, this is amazing. I want to launch it across all these other buildings in Melbourne. 4 years later, it's a $20 million company with 40 clients. You know, there's a pattern here. You see it, you like it, you leverage it, you systemize it, now you can launch it. Anyway, the last company, this one, we bought a bunch of companies, put them together, 5 years later, 2,500 clients, we sold in March. One of the most systemized businesses that I had. So the pattern here is if you can systemize, if you can take time off and systemize a business, you can grow exponentially. So today, what are we going to talk about? We're going to talk about how to 10x your workforce. There's 6 different parts. In a presentation, you're meant to only cover 3. I think I'm in a room of super smart people. I think we're going to double that. Is that okay if we go through 6 points? All right. First, humans and AI. Are they— do they have to be exclusive? Whenever I go into a room— so we deal with a lot of corporates now— they're like, oh, you're going to replace our workforce, etc. So people are nervous about AI and the company that they have. So we'll talk about that. We'll talk about what stage you are currently at. In your AI, we're going to talk about the engine to 10x, and then we're going to talk about AI across your 12 key departments. You don't have to have 12, just whatever departments you have. Then I'm going to demonstrate a tool that we built, and then we'll talk about your next 30 days. Sounds good? All right. When you're in business, the first thing who's who's hired someone before? Perfect. You've hired someone because you want leverage. You want them to do something that either you're not good at or you don't want to do, or so that you can systemize. Right? So your your best people are your biggest leverage point. But most Most of your people are trapped doing stuff that they shouldn't be doing. You've got them to do something. So we go into companies and their top sales guy, let's say for example, I was talking to the top sales guy of this company and they're a $100 million company. This is one of our key clients, so I'm gonna reference them a lot throughout this talk. The top sales guy, hey, what do you do during the day? Oh mate, I get in, I gotta do my emails, I gotta update my CRM, I gotta check this, gotta check that. How many sales calls are you doing? 2, 3. Now this dude makes a lot of money for the company and he's doing 2 or 3 sales calls. Come on. Why is he doing that? Because he's stuck doing all this other stuff that he shouldn't do. But guess what? It's 2026. We have AI. So your best people are buried in research, reporting, admin. So what was he doing? He was researching. Who do I need to connect with? Who are the people in this area? Hey, we need to expand to— he was expanding to Tasmania. He's like, I need to figure out who's in Tasmania. I need to go drive over there and blah, blah, blah, blah, blah. I was like, okay, cool. Hey, Perplexity, go and find me all the people in Tasmania who are in manufacturing who do blah, blah, blah, blah, blah. 2 minutes later, it's finished. It's here. He's like, oh my God, that would have taken me so much time. One, he didn't know that these tools exist. 2, he was doing it all manually because he doesn't know any other way. So a keyword here is called technical debt. Most companies— now we're talking another company, they're a $500 million company. I don't say this to brag, but it's a $500 million company. It takes them 3 days to get an invoice out. Sounds pretty silly, right? Why? Because they have technical debt. They never built a system for it because it's just been that way for 30 years. So we'll get to that in a second. So the 10 times, how to 10x? Think about with your humans, and sorry, people get offended. They're like, what do you mean your humans? So humans, AI, with your humans, what work can your humans only do? And if you just let them do that one thing, they will accelerate your company. What work can AI do? Make sure that the AI is doing all of the heavy lifting. We have a rule, it's called the 10-80-10 rule. The human does 10% of the work, the AI does 80%, and then the other 10% is polished. I was talking to Greg. Where's Greg? Greg was here somewhere. I'm here. I was talking to Greg, and Greg said, hey, are you going to get AI to build your presentation? I said, yes, here, start my presentation on blah. Now, it's plugged into my brain. It knows everything for the last 2 years. Of course, it's going to give a pretty good presentation. But I did 10% for the prompt. It did 80%. I did the 10% of polishing. So once you have a system, once you have an agent working, you have to iterate. And it's working, and it's— what do you call it? You start fixing it over time. And this is how you get improvement. So we don't actually have a people problem. We have a systems problem. The way the system is built is obsolete. So now we're going to talk about redesigning the systems. So Vincent and I were talking yesterday. We come into the new era. Haha. We come into the new era. All these companies don't know about what is possible and how you can redesign their systems. So AI doesn't replace your people. The goal is not to remove the humans. We went into one company and they have 800 people. And when I started talking, now this is about a year ago, we were talking about optimization, more profit, this, that, that. And the CEO literally started crying in the meeting. And I've gone, oh shit, I messed up. What happened? He's like, I'm like, man, I can feel like what's going on. You've got tears in your eyes. He goes, I have 800 people and you're telling me you're teaching me how to cut them down to 50. He goes, these are the people who built my empire. Without them, I'd have nothing. That's where we went, it's not about removing the people. It's about optimizing the people so that we can do more, allow them to do their best work. So AI doesn't replace your people. The goal is to enhance them. It gives them leverage. It frees them. The preparation is so much faster. The context is richer. The human contribution becomes more valuable. Now, in my last company, I used to do a lot of partnerships. That was my thing. Before AI, I'd do it the hard way. Hey, let's go look up Instagram and LinkedIn and see who I can partner with, etc. Now the system goes and it'll find my ideal people. It already knows my criteria. It'll research them. It'll go and look at their Instagram. It'll calculate their values. If they have the same values as me, which is family, travel, fun, etc., And it's like, cool, you guys can talk. And so the AI did all the hard work. And then I'd literally go in and connect and be like, dude, one guy, I'm like, hey man, I'm in Bali. We don't know each other. I see you're doing this. I'm doing this. My wife's sleeping. Do you want to catch up for breakfast? He's like, yeah, man, my wife's sleeping too. Let's catch up for breakfast like this. And that's how you become friends because you can— he clicked on my link. He saw what I was about. He goes, yeah, we can gel. Let's have some fun. So AI does all the hard work. Judgment, empathy, and creativity. Things that AI cannot replace. So again, in my last company, I keep calling my last company, let's just call it White Label Suite. So in White Label Suite, 2,500 clients. One day I noticed we had 50 accounts canceled. That's huge. What do you mean 50 accounts canceled? All right, well, so I get a notification, 50 accounts today have canceled. That's huge. Called up my customer success. I said, what's going on? Why did we lose 50 customers? So she goes, I don't know, it's your AI. Your AI just canceled all the accounts. We tried them 3 times. And they didn't rebill, their credit cards expired. So we canceled their accounts. Now, losing a client is a big deal because it takes a lot to get a client, but then to lose them is a lot. So I called her up, I said, hey, can you jump on Zoom with me? Let's go through these people. So we go through these people. Now, she— it's her job to know all the people. So she goes through, she's like, that person, their kid just broke their leg. That person's moving interstate. This person's in hospital. This person's just getting divorced. So she knew everybody. And so the AI doesn't know any of that stuff. She knew it. I said, hey, can you please contact these people, apologize, ask them if we can do anything for them and get them back? And we did. We got 45 people back. But then what happened was all these people went on the internet and talked about how amazing we are and how sympathetic we are and how we helped them, right? So the AI cannot do judgment, empathy, and creativity. It probably can. It will. It's evolving. But we didn't know to program that into the AI. Makes sense? So unless you do that, then yeah. It doesn't learn. So make the human more valuable. Give them back their time, context. Most of the smartest people on the planet, what do they do? They sit down and they think. Yeah, thinking is the most important thing. One of our top sales guys, he would sit down on his desk with his feet up. He'd come in on Monday, feet up on the table, having his coffee. New people would be like, what the hell's that guy doing? I go, don't mess with him. He's, he's in a process. He's doing something. That guy ended up closing us Nestlé because he was sitting down thinking, how can I do this? And, you know, he wasn't just, oh, I gotta get emails done, I gotta do admin, I gotta do research. And so because of that, That's what happened. Make the humans more valuable. So have I convinced you that AI and humans equals better business? Yes? Yeah. All right, cool. Part 2. We got 6 to go. How much time do I have? I forgot to start my time. I don't know what time it is. 5 stages, 1 destination. We all want to get to a business that is operating with AI. Now, most people are curious. They're dabbling. They're playing with it. Then they start experimenting. They start putting it in. Then they start deploying it into particular departments, for example, customer support, et cetera. And then they're integrating it. And then finally, it's operating. By the way, 1% of businesses are operating with AI right now. So there is a huge, huge, huge gap, which is why you guys have the best opportunity. So most businesses are stuck there between deploying and integrating. That's where we're at right now. They're using some tools, they have some wins, some small wins, but it's not consistent. It's not part of their operating module. So the opportunity is to move from tools into a system, and I'll show you what that is. So find your stage. What stage are you at? Who here is at stage 1? Cool. Who's at stage 2? All right, who's at stage three? Woohoo! Look at that. Who's at stage four? All right, and five. Hey, that's the one percent. Well done. So investment is not the problem. Every company that I go into, they've got a budget for AI, but they don't know how to deploy it. It's become like, hey, can you can you can you go and AI that thing? So side story: I was in an elevator standing there. I got my backpack on. I had shorts and t-shirt. I looked like I was a kid, and this guy standing next to me is a big giant, and I could feel like he was. He was wanting to ask me a question. I'm standing there and then the tension gets high and he goes, excuse me. I'm like, yes. He goes, can you do computers? That's kind of racist, but yeah, I probably can. Anyway, so people are going into businesses and they're like, hey, can you AI? Now we've seen how much AI you can do, right? It's a whole thing. So the question now is, can you AI? The answer is yes, but which part? So they have budgets. We went into one company and they're like, dude, we've got $1 million ready for this year to deploy. Can you just show us what to do? And that's what I'm gonna show you with Prism later on. This is— The marketing technology landscape. How many— there's 14,000 bits of technology now. Who heard about Claude? We heard about it yesterday. That's one of those tiny little dots there. So you're not meant to know what's on there. You're just meant to know that that is the— you can go to Google and type in marketing technology landscape. This is the decisions that you're going to make. How can you ever know everything that's on that slide? You can't. But you know what can? AI can. AI knows every one of those data points. It knows those systems. It knows what it can do. So now when you can go into a company and you can say, hey, I can AI your company and your AI, I'll show you in a second how to train it up so that it knows which bits to recommend. So very few people are redesigning workflows. They're getting tools and saying, hey, let's go. Now you've got ChatGPT, let's do this. The advantage doesn't come from having more tools. It comes from changing the system, how you do things. Tools are there to improve your tasks. Systems transform the business. So I'll give you some examples. We went into— in our company, we have support. So 2,500 clients, a lot of support tickets all day long. And we implemented this thing probably about 2 years ago now called Intercom. One tiny little system. Who's heard of Intercom before? It took care of 90% of our support. And our reviews on Trustpilot, etc., just went through the roof. So we put this thing in, now we've got this there, it's part of our infrastructure, and everyone is super happy. Support stuff, guess what? They don't have much to do. Guess what they do now? They call up and make sure clients are happy and give them a white glove service. So we freed them up to be able to do more things. So that is an operating model. So, as I said, the maturity gap. One percent of businesses right now say that they are mature. Redesigning workflows. Redesign your workflow before you choose a tool. There's so many tools. Tools are changing all the time. You don't need to know and master all the tools. You just need to know how workflows work. Who here lived through the nineties and the internet? Right. 2008 GFC, the mobile. We've got mobile technology. We've we've lived so much that we are the most dangerous people on the planet right now because we know systems. We know how things work. There's young. People who they understand technology, they know how technology works, but they don't understand business process. The people in this room, you've been in business, you know how businesses run, you know the efficiencies, you know the value of what you do. And if you can fix one thing, Vincent and I were talking yesterday. He said somebody came up to him, and what was the what was the example he gave me? It was something that was really quick and small. Do you remember? No. Okay, cool. So he said it was something that would take him ten minutes. He doesn't know how to charge for it.

A customer asked me, "Can I have my Outlook calendar when a customer cancels their appointment?" Find all the customers that are tagged after that date and contact them to try and move them to that slot.

Perfect. So a rebooking engine, and that's what Vincent's talking about. He doesn't know how to charge for it. Why? Because it's gonna take him 5 minutes to do, right? Hey, go book this. If, if this doesn't— if somebody doesn't show up or they cancel, send a message out, send an SMS out saying, boom, we've got an opening slot, do you want to jump in? You are now filling up pipelines, you're solving a lot of problems, you're removing that wasted time. To the company, you ask them what it's worth to them. And they'd be like, dude, that's worth $100 grand a month to me. Are they happy to pay you $10,000 to fix that up? The answer is yes. So pricing, we can talk about pricing. I don't have that in this presentation, but pricing is on the value that you create. So the first thing that we did with Intercom, we connected the work. We then connected the intelligence. We connected Intercom to our knowledge base, which knew everything about the customers. And then it just solved a big problem. Part 3, the 10x workforce engine. So human value, AI leverage, and leadership visibility. So as I said, I got that email saying, hey, 50 people canceled. That's visibility. If I didn't have that, if I I was like, hey, I'm the CEO, I'm too important to get stuff, blah, blah, blah, blah, blah. I would've lost 50 customers that day and probably more because I didn't have my finger on the pulse. Leadership visibility is one of the most important things. You're all leaders here. You need to have a dashboard which gives you your key metrics. And you can build that like Rob did in a day. You just need to imagine it up, right? So 4 conditions. We need to align the work with the people. We need to augment the human. Now we're at a stage where we don't just need a tool. We can actually build a specific AI for that person. It's a very personal experience, but it solves their problems. Yes, you can teach them how to do things, but if they're stuck in their ways— so we go into these companies and most of them are above 60. They don't want to change. They don't want to learn something new. So we'll just tell the AI, hey, build them this system based on what they want, and it's done. So augment the human, remove the friction. So test, see where the friction points are, and then we integrate it. So align the work. The human decides, creates, and relates. The AI does the research, preparation, and the organization. So as I said, with the sales engine that I had, it would give me, here's the person you need to talk to. This is what their values are. This is their connection. This is why we chose those people to talk to you. That's why they're in your calendar. I just showed up and just did calls. That's what I had to do, relationship building. And then the system, I'd say, oh, you know, you've gone and picked people in the UK. I don't want to wake up at 2 in the morning. I'm not doing those calls. So that's the system. Remove the friction, repetition, and fix it. Augment the human. So let the AI prepare the context. Let your people create trust, judgment, and momentum. They all need an agent around what they do. So again, you have the ability to personalize it. You can tell the agent what system you want. We're going to a new era where you say, this is how I want to work. And it'll build it for you. So remove the friction, remove repetition. So repetition with our support was our support stuff all day, every day, 100 of them. Yes, this is how you log in. Yes, this is where the tutorials are. Yes, yes. Now we just put a little onboarding agent. It's like, hey, congratulations, you signed up. All right, here's the tutorials, here's the training, attend the calls. And it just makes it easy. Remove repetition, remove the delay, and remove fragmentation. Fragmentation is huge in businesses. They have data all over the place, even the big companies. We're talking to this company, the one that I told you about. $100 million company, their biggest friction point is fragmentation. Their data is all over the place. Their customers are getting upset because they're getting obsolete data. And they're like, hey, you sent me a PDF, but the PDF doesn't make sense anymore. The sales guys are getting upset. They're calling up engineering. Why did you— And the engineers are saying, hey, we've actually put all the latest stuff on our drive. Oh, but I downloaded it 3 months ago. So there's, you know, all that kind of stuff. So remove the fragmentation. Every unnecessary handoff steals human capacity. Anything that people have to keep doing, and it's like, hey, got a minute? Got a minute? Hey, Rob, I know you're running 55 events. You got a minute? You know, I want to talk to you about this Dude, I'm so busy. So anything that takes Rob away from doing what he's got to do and, hey, Rob, come check out this new system. He's like, I don't have time for that. You know, you're systemized. Integrate the intelligence. So let the departments work together. So now when all your departments are connected and working together, who's got, who's got more than 2 people in their company? More than 5? More than 10? Awesome. Cool. Yeah. So when everyone can access the same amount of information from the knowledge base, it just makes your life a lot easier. So If you improve one department, it's, it's a start, it's good. But if you improve the entire business, the whole business actually transforms. So leadership, I told you about the dashboard that could see everything. I can see the capacity. Hey, we've got 30 support staff that haven't done anything today. Capacity, right? Hey guys, I want a new initiative. This is the initiative. I want you to reach out to all our top customers, ask them what more we can do for them. I want you to go to Amazon and spend $100 in gift baskets and give it to all of our best customers who've been with us for a year. That's capacity. Yeah. So if you can see it, then you know how to deploy it. Risk. Hey, we just lost 50 customers. That's a big risk. Why did we lose 50? Tomorrow we're going to lose 100. What's the risk? The opportunity. Okay, cool. We've got a whole Spot.dev team. So our development team, they had nothing to do for 2 months because we'd finished everything. I was like, okay, cool. What's the opportunity? What else can we build? So when you can see this information, when you can give this information to CEOs, they can make these decisions. 4 conditions, 1 opportunity. So align the work. This is a summary. Align the work, augment the human, remove the friction, and integrate that intelligence. Part 4. How am I going for time, by the way? You're pretty much. Cool. Awesome. Perfect. So 12 departments. Why 12 departments? Because most companies have these 12 departments when they're growing. If you don't have them, that's fine. You will grow into it. So 12 departments, we say, hey, start with one agent. When you start with one agent in that, then you know what happens? You go, actually, can I also have this agent? Can I have this agent? Can I have this agent in the department? That's how you grow it out. I'm going to show you later an example of 258 agents working in unison. Who wants to see a company that can work with 258 agents, right? What's his name? Um, was it Sam Altman? Elon Musk? Some— one of them said we're going to see the rise of billion-dollar companies run by one person. That is coming to fruition really, really quickly. Greg showed us yesterday the guy who did $1.8 billion with his brother. Why? Because they sat down, they thought, they said, when this happens, this happens, this happens, I'm gonna build an agent for that. When my customer support comes in, this is what happens, this is the process, this is workflow. Business is workflows. Yeah, it's just processes. And then you put the right people in place. So 12 departments, 12 agents, one operating model. So I've 4 slides, there's gonna be 4 slides here with 3 different departments in each one. So this is the direction cluster. So this is, this compounds. So strategy, I have an agent for strategy, I have an agent for data, I have an agent for execution. This is where Mr. Rock comes in. So a year ago, when I was I was sitting down and who's, who's got a board of advisors? Anybody? Right. Yep. Cool. Some people. So you end up, as you get bigger, you need advisors because you haven't done stuff. I've never built a company that's $100 million or a billion, but other people have, right? So you call up people and you say, hey, can you come help me? Hey, Greg, this is what I'm going through, man. I don't know what to do. Can you just give me some advice? That's— you end up having a board of advisors. So I had a board of advisors, but everybody had their own agenda. Right? Hey, if I can, you know, do this, do that, and it's like Game of Thrones sometimes, it feels like. So I said, you know what? I don't want people with agendas advising me. I want the best of the best of the best. So I went, and now this is a year ago. This technology has improved so much, it's crazy. And anyway, a year ago, I said, I'm gonna build my own board of advisors. So I told it, sat down, and took about 2 weeks. Said, I want Elon Musk on my board. The dude's built a trillion-dollar company. I want Steve Jobs on my board. I want Marcus Aurelius on my board to keep me grounded, et cetera. And so what it did was it went out and it learned everything about these people, about— it digested every book that they had written. What happens when people write books? You get their frameworks, their thinking. What happens when they speak? You understand the mannerisms and the vocabulary that they use. So now it's gone and knows— it knows Elon, it knows Steve Jobs, it knows Chet Holmes, it knows Grant Cardone, it knows all these people. So I built my board of advisors, right? And then I'd say, hey, I want to build a $100 million company. How do I do it? And then they all start fighting with each other. And then they come back to me and say, there's a chairman on the board and the chairman says, hey, this is, this is the best recommendation from everybody. I say, actually, you know what, I don't, I don't like Grant Cardone. He's too pushy. Give me more information from Chet. How would Chet do it? So Chet Holmes is a mentor of mine. And so now I've got the board, but then I have inside each of my departments, we've got 12 departments. Here's my marketing, here's my sales, and my marketing team is Alex Hormozi, right? MrBeast. Guys, you have the ability to train the AI on all of the information that these people have released on the internet. How cool is that? So we created a product called Rockify. And it's been sitting there and Mel and I are gonna make this thing alive again in the next couple of weeks. We're We have some time. So, Rockify, we launched it, we did a little beta. We said, hey guys, can you go and play with Rockify and build your own boards and come back and give us information? One guy comes back to me, he goes, dude, thank you so much. I made a million bucks with Rockify. I'm like, all right, dude, what'd you do? He's like, I told it all my positions. It did an analysis. It had Michael Saylor on his board. He had Michael Saylor, all these kinds of things, all the investment dudes. And he said, it told me to get out of these positions. This was the reasons. It all made sense. Now, Books, frameworks, you understand. If I just added anybody into your board of advisors, you'd be like, yeah, cool, an agent. I have an agent that's an advisor. Great, you don't care. But if you say I've got Steve Jobs as my product designer, you have an affiliation and you know how he thinks, right? So now, so that's why you care, that's why you, you give it more weight. So this guy comes back, he goes, my AI Michael Saylor said to do this, so I did it, I followed it, and I've made a million bucks. And Greg backed it up because at that point he was like, dude, get out of all of these things, go into Tesla, they're going to do that. And I think it was $240 at that point. And it went to 440 or something like that. It was crazy. And I was like, Greg, guess what? So point— I get distracted, I get excited. You can build your own board of advisors. All the information is there. You've got the book sitting on your table. Build an agent, name the agent, and say, hey, you're MrBeast, show me how to go viral on YouTube, right? So that's my strategy. But my data— data is super important. Jane was sharing about data. Hey, if I don't know who my competitors are, What am I measuring myself against? So now I know I need data. And then the executive, I'm going to start skipping through these quickly, my sales agent. And I put there, you know, all the different technologies I've plugged into it. My sales agent, it's so important because now with companies that we put this into, it's who's your top clients? This company that we went into, they said, hey, we need, you know, we're down this quarter. I said, cool, can we send out, can we go into your CRM, ask it, who are the top clients that have always bought from you every year? Who hasn't? And come and send them an email. Now, who knows what a reactivation campaign is? Awesome. We send them an email. Hey, you're a valued customer. You've bought from us all the time. To thank you, if you buy from us in the next week, we're gonna give you 10% off. $800,000 hit their bank account. They're like, you're a genius. I said, it's just 4 emails and asking them to buy. But it's because the sales agent had that data, knew exactly who to talk to and ask them, you bought from us before, do you wanna buy from us again? Very simple. Marketing agent, same thing. Service agent, we talked about Intercom, et cetera. Delivery flows. So operations, your operations manager, you know, if you can make your operations manager's job easier by having everything— are there any agencies in here? You're probably tracking like, you know, 10, 15, 20, 100 clients, and then it's where they— where are they at? I know you're fully systemized, but when you show people ClickUp and hey, here's all the pipeline, here's your workflows, client calls up and goes, hey, you know, where's this at? Actually, I'll give you another example. My friend is building 342 townhouses. He has 5 full-time people who are on the phones every day. The questions I got asked are, hey, when's the plumbing going in? Hey, when's the roof coming up? Hey, is the contract set? Like basic questions. So I put a bot in that goes, hey Jane, thank you for calling. I know it's you because I recognize your phone number. Can you tell me your 4-digit PIN? She tells me the PIN. It's identified Jane and goes into the CRM and picks up who she is and goes, Jane, do you want to talk to a human? Or can I just give you an update on your property? Just give me an update. That's all I want. Oh, cool. Okay. You know, all the contracts are done. Everything's going good. Everything's according to plan. In fact, we're 2 months early. Congratulations. Do you need a human or am I good? You're good. Thank you. Click. It saves 5 people answering the same boring calls, which then allows them to go and do something better. That's operations, your people agent, your delivery agent. Yeah. So delivery, Notion, plug it into whichever brains you have. You can pull all that data. Resilience. So this is one of the most important pieces in a company is your finance. You need to be able to see who's got an accountant. Yep. And your accountant will— most accountants, not your accountant, most accountants will be like, hey, it's the end of the year, you owe this much, good luck, pay your bills, and I'll see you next year. There's no foresight. However, when you have an accountant that's, hey, this is Johann, this is how you're tracking this month. You said your goal was this. In order to get to that, you need to do XYZ, which then brings it to my forefront going, okay, cool. We either need more sales or we're doing really well. So we can now pull the pedal off sales and go focus more on product, whatever it is. If you don't have that finger on the pulse, you won't know. And you can know that now in seconds by having the right agent working for you. Technology. This is just— we all have technology, but different. So Microsoft Copilot, for example, is in most of the companies we work with because they're corporates. And so it's okay, cool. How can we work with them so that we can optimize that? The legal. We were doing contracts at 2 in the morning in Dallas. Now, my lawyer charges me a lot of money, but I have an agent built in Menace that is my lawyer, right? I'm like, hey, here's the contracts, here's the documents, please look at it, tell me any red flags. It comes back in 2 seconds, goes, here's all the red flags. And I look at the person across the room and I go, buddy, what are these clauses you're putting in there? Oh, shit, your lawyer's working now? I go, no, but my AI is. So you have at your fingertips access to all this information. And so if you build these agents working for you, then you can literally grow super quick. All right, so one team member winning is great. It makes their job easier. But if you have the entire company transformed, these companies that we're about to see come up have never existed before. Greg showed us that company called Comfort. Yesterday, and I forgot the number. How much did they make? $500 million or something. Yep, $500 million. They made a lot of money. You can go into any company right now that's a clothing brand and be like, hey, I have the formula to grow a $500 million company. Can we have a conversation? Yes. And then you can go into your agent and go, hey, go reverse engineer everything that they did. Go look at all the Instagram Reels, figure out who their clippers are, figure out all the information of how they grew from $0 to $16 million to $50 million to $500 million, and give me the whole And it can do that now. And you have all that information. You guys are going to be the 1%, the most dangerous people on the planet. So 30 seconds. Think about in your business, what is your highest friction? What's one workflow you wish you never had? I hate updating my CRM, right? I have so many calls every day that it's like, oh man, I don't have time for this. So my GM got me this thing. Now this is a little tiny little thing. Which sits on my collar, and I just turn it on whenever I'm having a call, and it automatically connects, and then the agent automatically updates the CRM. I no longer have to do CRM work. It's so good. So think about your highest friction workflow. 5, 4, 3, 2, 1. Part 5. How do you see opportunity that matters first? So we're in a race against time. Success leaves clues that, you know, money loves speed, all of those things. So if you can see the opportunity, you can grab it. So find the leverage points first. Um, and AI agent can prepare all the information for you. It can get everything organized for you and it can accelerate. And I'll show you the example of Prism. So we started our company. So I sold my other company in March. 10 minutes left. Great. Sold my other company in March and then came into, you know, went traveling, did all that, got bored, said, cool, we've got to build the next company. And so AI Tech Advisory was born. So we are very young. We're like 3 months old. And we started going into these companies and going, hey, we can AI-ify your company. Cool. What do we do? And so we got the sticky notes out and we'd stick notes and interview people. And it's the McKinsey model. Takes a lot of human power, takes a lot of time. I don't have time to build an organization that's 500 people, et cetera. And a lot of energy goes into interviewing a person in a company, et cetera. We've now taken 6 months of that and condensed it down into 1 hour. Who would like to see that? And we will give you McKinsey-level reports, right? So we created this product called Prism. It allows you to see your business through a different lens. So let me, let me go into the demo. I did record this at 11:50 last night. There's no audio. Okay, cool. So you can fix the audio? Oh, it's all right. I can talk through it. So there's 12 different departments that we work across in AI Tech Advisory. And this is a look into the backend. These are all the agents. What you're going to see here is there's in the top right-hand corner there, there's 258 agents. These are all the different departments. I can click on any of those. Those are all different agents that are reporting up to that person, right? And so in this department, there's 44 agents that are all working together. But you can see all those little dots, all those little Well, those are— that's pieces of technology. How do I know what technology I need to connect into the system? AI knows. It knows that if I've got a data engineer, if I've got the chief technology officer, I need to connect up into GitHub and all this. I don't need to know this stuff. The AI knows it. And there's the chief technology officer, there's the systems director, and the agents have all the information, and they now work up. This is the marketing technology map that I showed you before. CEOs have no idea what decisions to make, but the AI knows. So it says, hey, in your company, this is your sales team, this is the problems that they have, this is your current tech stack, this is what you're plugged need to. So therefore, we are going to recommend that you do— you have this different tech stack. And we don't actually go in and change their tech stack, we enhance the tech stack. All right, so we're going to go through. This is marketing map. This is Prism. So in Prism, this company, 45 team members, there's 137 workflows analyzed. It saves them 3,000 days in the year and saves them $2.3 million. That's significant, right? At the end of that meeting, does the CEO want to engage with us more? Yes. What did the AI do? The AI went and analyzed all those workflows. It said, hey, this is what you're currently doing. You're spending 12 hours doing this stuff. You only need 1 hour or 2 hours. This thing's going in. I've just logged in as a team member. The team member has 3 workflows there. Those 3 workflows saves them 76 days per year. Then I'm going to— and this is how, this is where, this is what we have to plug into. You know, it gives me all the information that I need to make that person's job easier. They got Fathom in there. And so now I'm going to go and look at it from the CEO's view. Remember, the data from this for the CEO is the most important. So the CEO He's going to see, hey, here's all my workflows across my entire company. There are 137 workflows. In which department? There's my operations, my sales, my customer service, etc. So there's all the different workflows. And this is in James's one. Let me go have a look at his workflow, see how we can systemize it. It's going to save me $76,000. There's James's pay rate. That's his workflow. This is the AI analysis. And then this is the 2 tech stacks that we have to plug into. Pretty cool, huh? For McKinsey to go in and do all this kind of stuff, it would literally take them 6 months. We sit down at the table with the CEO, and there's a live dashboard reporting showing which department by department how much days or hours or costs we can save them. Data at their fingertips. It's pretty cool. Okay, I think I'm nearly finished. It's got, it's got a whole heap of stuff in there, but I'm not going to go into everything else. Next. Does this make sense? Do you guys have any questions about this so far? We'll No. go into it. So the real work is they're trapped, they're stuck, they're doing things like I explained about the CEO, about the sales guy. If you free them up, they can go and do what they need to do. They can thrive. Your AI agent takes care of 80% of the hard work. The human is not remote. Their judgment improves because now they have access to data. And one workflow is an improvement. But if you want to become an AI-native company, those are the 12 different departments. 12 departments builds an entire new operating system for the way your business works. Every local win becomes more powerful because everybody empowers everybody else. It compounds. The compounding effect of this is massive. So that company that I told you about, the $100 million company, they're starting to see results. They've said, hey, we actually have 50 other companies. Can you work with them? We had another guy from the US call up. He goes, hey, I heard about you guys. Can you come in and work with my companies? Now, this is before we had Prism. Sure, we can come in. We've got people in the US. He goes, cool, I've got 140 companies. Can you come and AI-ify them? No, I can't. I don't have enough staff, manpower. So why am I sharing all this stuff? Because guys, we need to upskill. The opportunity is is massive. My ask here is, I love smart people. Come and speak to me, 'cause we need more people to help deploy this technology across the world. So don't start everywhere. Start one department, one real workflow, one agent. That's what— otherwise you're gonna get overwhelmed. Don't try and do everything. Start where capacity is trapped. Fix your biggest bottleneck. Most of the time that's in sales. AI Tech Advisory, we help businesses multiply the effectiveness of their people by leveraging AI. I created a little WhatsApp group. There are zero people in there because I created it for you so we can share information. So guys, scan the code, jump in. We're going to share with you every week all the cool latest stuff that keeps coming up so that you have— I want you guys to grow and share together. When you're sharing, we all learn, we all improve. Everybody got that? 3, 2, 1. Good. Okay. All right. So thank you so much. To my rockstar friend, who is an absolute wicked legend. Thank you, Greg. You honor me by having me on your stage. I hope I did you justice. Thank you.