Stop Looking Outside: The Inside Truth About Scaling from $0 to 8 Figur

Stop looking outside for the answer and start to look inside.

Welcome to Big Hitters. I'm Larry Weidel, and this show is for people who are done playing small. Each week we break down what it actually takes to win at a high level, the decisions, the discipline, the adjustments that separate those who almost do it from those who do it. No theory, no fluff, just straight talk from someone who spent 50 years building winners. If you're serious about momentum, you're in the right place. Let's get into it. Hello, everybody. We are talking to Brad Lee. How are you doing, Brad?

Man, I'm doing excellent. Thank you for having me. I always say if I was any better, I'd be twins.

I'd heard that before, but I may, I may want to try and steal it from you and use it. So I don't know if I'll ever feel that good, though. But anyway, if I do, I'll know what to say. Welcome. From— you're from Las Vegas, is that— how long have you been in Vegas?

Since 1991.

That's a lot of warm summers.

Yes, it is.

Now, do you stay there year-round? Do you do a lot of traveling?

I do a lot of traveling. I also have a spot in Nashville, so we'll cruise out to Nashville for short bursts of time.

Yeah. Congratulations. Two tax-free states. So, you know, what part of Nashville are you in?

Brentwood.

Brentwood. Another great location. So what— tell us, you know what I'm curious about. Congratulations on your success. And you've got your podcast, global top podcast, Dropping Bombs, and with millions of downloads, you've got— you pioneered learning on the internet. They didn't really give me a lot of numbers to brag on. I love to brag on my podcast guests. But because what I found is, you know, high achievers like yourself are just amazingly modest and undersell all their accomplishments because by the time you get to it, you've done so much work, it's taken so much out of you. You know, you take a lot of it for granted, but, you know, you really have some amazing achievements in your life. And how did you get started? You know, would you, would you have thought early on Was there any indicators that you would end up doing what you're doing now and get on this road, that this road that you started out on would take you where it has?

Yeah. No, no clear indication that I would, that I would be doing what I'm doing. I always knew and wanted to be rich, so I knew I would be rich.

Now, why did you want to be rich? At what age are we talking?

6 years old, 7 years old. I grew up in a, in a, in kind of a conservative, blue-collar, hardworking home. Not a lot of money, but, you know, we weren't starving either. And, you know, crazy enough, we lived in a little house up on a hill next to a bunch of big houses. So like the, the person to our right owned a chain of grocery stores. The person across the street was an eye doctor. The person down below, I forget what he was doing. And, you know, there was all these nice houses. And for some reason, our little shitty house was up there. And so I always felt like I was looked down upon. And, you know, I just wanted to be— I just wanted to be rich.

So from early on, you wanted to move up in the world. And so what, what kind of things did you gravitate to, caught your attention, other than the fact that I want to move up? You know, I was kind of the same way in the sense that I just found out the people on the bottom, the lower paid— the lower paid you were, the more you were treated like crap, and the jobs you had to do were crap. And if you— there's 24 hours of the day, and also the man, whoever was managing, they were crap too. And They seem to have even more problems. And so I said, if I'm going to do anything in the world, I don't even know what it means, but I'm going to find a way to move up the ladder and get to the top of whatever it is I wind up doing. And, you know, I got that message early on. I think it's important for people to get that message, you know, rather than this is I need to make it, get a job and get a living. That's like, no, you know, not just do it, but you got to make Make up your mind, whatever you do, to do it well. And I'm sure you hit on that inside your, your education or your training things. But how did you get going? How did you get out of that house, that location, that income scene and start climbing the ladder?

Well, it took a while. So it depends because, you know, I've lived probably 100 years in my 50-some years. At 16, I was kicked out of my house for not mowing the lawn. So I was out on my own pretty early. Started to learn, you know, how to hustle. Got convinced to go get a real job. Found a job with the U.S. Forest Service. Found out that that's not a very desirable job, even though my whole family said it was one of the best. So I quit that job and then ultimately found sales. And gravitated towards sales because I got to wear a suit and cologne and it wasn't really backbreaking hard labor. It was, you know, fairly easy to do. And started making more money than pretty much anyone in my family. So I realized sales was where it was at pretty early, got really good at sales and then ended up running sales teams. And then I got really good at creating good salespeople. And then I thought to myself, man, This, this is, uh, I think a unique gift that I can share with people and allow them to live better lives, making more money, et cetera. So I decided to start a training company, went out on the road to try to compete with all the top name trainers and ran into some, I would say difficulties.

Uh, what year was this?

That was in 1990.

'99. Really? Really? You've come a long way since— I know it seems slow to you, but I mean, I've been in business for over 50 years, so that seems like yesterday.

Yeah, it's been a minute. But in '99, I was good at training people, and I quit to go train people because I thought, you know, hey, well, what happened was I helped this guy that worked at minimum wage at the company I was running. And I watched how it impacted his life and watched how money, just simple money and skills, changed this person from minimum wage to $15,000 a month. Watched the impact it had for his family, and it made me feel good. So I thought, man, I need to go help people make more money. And so I quit my job, ran out on the road to start this training business, and I ran into everybody and started hearing all these big names that, you know, I wasn't really familiar with. And so I, created a software for me to train people online. This was in 2000, and not a lot of people would buy it because they didn't know who I was. So, and, and the internet was just coming out, so there was nobody training online. No one thought it would work. And, but they kept giving me these big names, you know, Zig Ziglar and Tom Hopkins and, you know, John Maxwell and, you know, Grant Cardone and like all these names of trainers. And I said, well, What if, what if they were in my training platform? Would you buy it then? And they said, well, yeah, you had those guys in here, we'd do it. So I just stopped trying to sell businesses my training and I started selling the trainers my business. Aha. And so I white labeled my software to all those guys and let them go sell all the businesses. And I just kind of faded in the background and took what I called a sliver to deliver. A fraction of the action, a tad for Brad.

I like the way you think. And, you know, I have found, Brad, and I'm sure you have too, that, you know, it goes beyond what you're doing to the way you do it. The people that are highly successful, they have a pattern, you know, of figuring out, you know, of building their routines, you know, staying on the routines, you know, solving problems. And a lot of those came from early in their life when they were forced into situations where they had to solve problems, deal with situations that, you know, they wind up developing these survival skills, more or less life survival skills and kind of care, you know, then they become ingrained and you kind of take those approaches, the successful ones to get ahead. I'm going back to the day that dad says, you're out, you didn't mow the lawn. You know, that seems an awful cruel environment.

Well, I mean, it was a pretty good environment. I don't remember being abused or anything, but he was a little bit of an alcoholic, would drink most nights.

There you go. Now we're getting there.

And he came home a little bit intoxicated at this particular— which was normal. And I told him I would mow the lawn. And to be fair, he told me 2 or 3 times and I said I would do it 2 or 3 times. Well, this time he was a little bit intoxicated and it was like the 3rd or 4th time he had to tell me. And he just looked at me and said, I think it's time you hit the road. And so I went and grabbed a bag and left and never went back.

Now, had you warmed up on in your mind thinking that that's something that actually could happen? Before that moment happened, or was that like a shock that, oh, he's serious this time? This is— and you had to, like, scramble.

Well, I knew he was serious, but quite frankly, I was, like, pleased as punch. I mean, a 16-year-old kid with no parental supervision, like, that's a dream come true.

Yeah. And so you walk out of the house. What's your first thought? Where did you go? How did you get yourself situated? You know, like, what does a 16-year-old do?

Well, I went to my buddy's house and said, you know, can I crash here? Luckily his parents were cool and he said, well, sure. So I slept at a buddy's house for like a week and then, you know, found another buddy that I could hang his out. So I just couch surfed.

And so were you going to school at the time or you, did you just drop outta school and go, uh, immediately start working?

Well, I went to school for about another week or two. And then realized, you know, I don't really need to go to school. I need to get a job.

Yeah. And so now, where are you in— where in the world are you at this point? You're not in Vegas.

Eugene, Oregon.

Eugene, Oregon. And so what was the road out of Eugene and how did you get there? A lot of forest up there. So was that where you got the forest job? Was that one of the first jobs you got?

U.S. Forest Service. for the state of Oregon.

Uh-huh.

And so I thought I was going to be a big, you know, courageous firefighter for the, for the, uh, forest fires they have up there. And so my first day on the job, I get up there and it, you know, it wasn't glamorous. I, you know, I pictured myself all cool and, and, and, you know, Paul Bunyan running around with a wolf by my side. That wasn't the case. They, they literally, uh, had me packing around water. They called it a piss bag. And I was a piss bag operator and I just squirted stumps so they wouldn't reignite and have the real firefighters come back. And so I got poison oak and I told them, I have poison oak, man. I can't come in for a couple of days. And the guy opened his shirt and this was the thing that broke the camel's back. He opened his shirt and his whole entire body was like covered with poison oak scabs.

What? What?

And he, and he said, that's part of the job. And I said, well, I'm not getting— I'm not doing that. And so I quit. And then the next day I just opened up the newspaper. That's where jobs were back in the day. Yeah, I opened up the newspaper and saw an ad for selling cars. So I went and applied, got a job for selling cars. And 2 days into it, they told me to go pick out a car. And I'm like, what do you mean? They're like, well, you get a demo, you get to drive a car until you sell it, and then you pick another one. So you get a free car, basically. And man, I'm telling you what, bro, this, these guys want you to have poison oak. These guys want you to have a Trans Am. It was a no-brainer to me. It wasn't like I was super smart. It was just like, this is obvious. So I just really, really dove into selling. I made $6,000 my first month and I was only there like 2 and a half weeks. And I couldn't believe it. Cause like $6,000 in 2 and a half weeks was more than my parents made. It was more than anyone that I ever knew made. And so I was hooked, man. It was easy money. I got to wear a suit. I got a Trans Am. This is a fricking dream. And so I just got really good at sales and ultimately, uh, that developed, you know, the thick skin and, you know, the ability to sell and negotiate and persuade and influence. And, you know, it just gave me the, it was a bootcamp really.

Did they have a good training program?

No, they didn't have a training program.

So you had to find the best salesman or the copy, kind of model the people who were in there?

I took a little bit from everybody. I mean, there was some good guys in there that would give me some tips, but you know, it was pretty much, you know, if you could fog a mirror, get out there and talk to customers.

But you didn't keep doing that. You know, one mark of successful single young people is inconsistency. You know, you can see if they'll work hard and they'll, you know, they're motivated, they can kind of go to the top of what they're doing. But then you find them, fade out. You know, they get, they start partying and running around and doing this, that, and the other. What do you think, you know, did you go through a phase like that, or did you have some kind of motivation kind of gave you more longevity, or more, did you have a longer view in your mind? How long did it take before you started thinking past the end of the month? By the way, if you're still listening right now, you're different. You don't just consume content, you're actively looking for an edge. And that's who I built the Big Hitter community for. Not people chasing motivation, people chasing momentum. Not theory, proximity. Proximity to operators who are actually in the arena making real decisions and winning at a high level. Inside Big Hitter, you get conversations we don't have on the podcast, direct access to people who build what you're trying to build in a room that holds you to a higher standard. Standard every single week. This isn't a hype group. It's not networking for the sake of networking. It's where serious people go to sharpen their thinking and compress their timeline. If you're done just listening and you're ready to be in the room where it actually happens, head to joinbighitters.com or click the link in the show notes. The right room changes everything. I'll see you inside.

When I was about 30. You know, so I spent, you know, my first 10, 12, 15 years just trying to get rich selling, you know, and all I cared about was myself, you know, I didn't really think about others. And then when I changed that guy's life, and watched how it impacted his family, for some reason, without knowing that I did this, in retrospect, I could see that this is what happened. But Ultimately, I just started focusing on helping other people. And so that was at 30 years old. I'm like, man, I can help other people make more money. There's a lot of salespeople out there that suck, you know, so like I can make them good and I can make money and I don't have to work for people because again, I don't, I don't like being told what to do. Never have. And so, and so I just thought, you know, worst case scenario, I can go get my job back. So I quit, started the training company. Now, when I went out on the road, it didn't go so well in the very beginning. I made it quick, the last story, but what happened was I couldn't get the, I couldn't get people to, to become really good anymore, and I couldn't figure out why. So I figured out what I used to do versus what I'm doing now. And there was 4 key crucial elements to training that I was inadvertently doing that I didn't realize until I did the comparison. Good content, right? You have to have the right way to do it in the first place. So I call that good content, repetition, practice, and accountability. And when I went out on the road to train people, all I had was the good content. Now, when I worked at the organizations that I worked for and I was able to produce killer people, it was because I had good content, But I, but I also gave repetition, practice, and accountability. I just didn't realize I was doing that.

Yeah.

So when I figured that out, I said, man, I gotta figure out a way to do this without living out of a hotel. So I thought, man, this thing that like the internet's out, what if I just kind of put my training online so people could access it and get the repetition and practice? And then it finally started working. So, so I sold about 50, 60 companies, $1,000 a month license to this, to my training software, but I couldn't get above that 50, 60 grand a month mark without running into somebody that likes somebody else. So that's when I said, hey, what if I had those guys on this, on this software? And they go, well, we'd buy it. So then I started selling the trainers that had the, that had the big names, and I just kind of backed out of the training space and focused on the software.

Yeah.

And, and for the first, you know, 10 years, nobody ever thought it would work. And then after that, everybody now knows it works and knows it's the best possible way to do it. The, the, the least expensive, the most effective. And I have literally the only interactive training software on the planet that actually trains people. The rest of them, it's just hosting good content. There's no repetition, no practice, no accountability, no AI interactive role play. There is, there's nothing like it still to this day in 2025.

Mind-blowing because you got a world full of people learning and training and nobody's figured it out. And then you got, you know, we've got the explosion. You know, you seem like you're in a catbird seat because we got an explosion of online education for elementary, junior high, high school, too. You know, there's a lot of Silicon Valley guys funding these programs where they go to school and train with AI for 2.5 hours a day, go home, and they, you know, just blow away the kids in the standard classroom type situation. And so it seems like you would be in a Cadburys. They're probably using your program. I don't know. But yeah. And so the thing is, Congratulations for you being ahead of the curve, man. That's unbelievable. And that's just one country. You know, you have the whole world out there. You're going to be busy, man. Brad, you're going to be busy.

Well, this, this software company is in 92 countries already.

92 countries already.

I mean, we've been doing it 25 years.

You're already busy. So the thing is this, you know, I will say I got to you know, 14 different directions. And I'd love to go with you because you've had, you know, you figured so many things out. One thing is that from the community, you know, in a well-run company or organization like a sales organization where they have a good sales manager, you have your board up there, you know, you have the accountability because they've got the sales board up there and everybody, every time they walk in and out of the break room or wherever, they're going to see who made a sale, you know, who just made a sale, who's leading for the month. And salespeople are always competitive. So you have that accountability in that environment. But if you're in a situation where they don't have, you know, where people are in and out all the time, you don't have that environment, you don't have that training, you don't have that peer pressure, and you don't have someone, a situation where you can get into the repetition and things like that. You know, a lot of those things come, are built in to good companies' structures, but We all know there's very few really good companies that are set up that way. And a lot of times they fall apart when the new manager comes in, you know, because the new manager comes in and he wants to have a new system and show that, you know, he's the new sheriff in town and we're going to do it my way now and everything falls apart. So they— these— even when these systems are set up right, that's one reason I set up a community for my, you know, my Big Hitter community so I could get a group and work with them on a more regular basis. And so you are— congratulations to you for spotting those 4 things. I mean, that was pretty shrewd. But the value of what you're doing— I'm going to sell people on what you're doing. The value of what you're doing, if you could train salespeople, you know, every— you know, the world is always going to have companies. Companies are always going to have products and services. Somebody's going to have to sell them. Nobody's— you know, you're not going to get it all done. You know, there's always going to be stuff where it has to go. Some person-to-person type sales to one degree or another. And the sales— so that's always a valuable job. But if you got this, if you got the ability to train armies of salespeople, you know, which are also another thing is, you know, armies of service people, you know, type thing, they'll do a servicing type call. It's a similar type thing. But if you've got that ability, you're pretty much invaluable. The rest of you got a skill set that is invaluable. To business. There will always be companies that need, need that. But you're the, you're the first story I've heard of somebody went in and I guess because you don't have any competition, that's why I never heard. I haven't heard of anybody else who went and figured out how to put it online. And that just seems to be a— all I do is when I think of that, You saw answers there. I would see, you know, using that approach, I see questions like how do you get the repetition, how you supervise, how you get all that stuff. How did that imprint in your mind where like the picture came in like, boom, we can put it online and we can get those 4 things to be done automated on using the computer. Talk about how that picture came to you and how you implemented it.

Well, again, anyone with Lightspeed has the trade secrets, but, and by the way, I mean, people can try to do it on their own. As long as they have those 4 ingredients, they're going to have a more effective system. The question is, is which ones offer it? And really none of them because they're more hosting solutions and ours is a training solution, but I just tried to emulate what I would do in real life. So in real life, I wouldn't say it once. I would say it over and over and over and over. So I built in what we call revolutions, which is repetitions through the material. So like when you start a course and then you finish it, it says, oh, he watched it. Well, you know, I watch mixed martial arts. It doesn't make me a black belt. So at the end of the day, I had to make people go through it multiple times and to get them to do that, it's just part of completing it. So all you have to do is complete it once, but part of completion is repetition. I built in repetition. And then, and then because in real life I asked questions, so I had to create interactive video so I could ask questions and kind of respond based on your answers and your, and your situations. So I built in interactivity. And then as far as practice, you know, we created like virtual customers to where when I taught you what to say and how to overcome an objection, now I would give you a series of frequently heard objections to see if you could comfortably professionally and accurately say what it is I taught you. So there's the practice, but we were practicing on virtual customers instead of real ones because real ones are expensive. So at the end of the day, there's the practice and then accountability. I was tracking everything the user did, logging in, pass, failed, or answers they gave, choices they gave. I was tracking everything and then I was shooting out texts and notifications to management to let people know if they're training or they're not training, if they're weak, if they're strong. You know, where they're weak, all that. So all those accountability metrics went to management. And obviously the user knew that I can be tracked. So now they kind of did what they're supposed to do because termination was always a possibility if you didn't participate. So there's the accountability.

How would they, how would they do the repetition? When you're in a presentation, in a presentation, you're talking. And so would they have to type in what they would say like that, or did you have the voice, voice recognition? Software and they would just speak back into it?

Well, we have that now. We didn't when I started. In the beginning, they had to like go through the course multiple times. So like you went through the course and because it was interactive, it may have been different every time too. But, but ultimately, you know, you don't want to go to a surgeon who did it once. You don't want to go to a pastor who read the Bible once. So like repetition is the mother of learning. So instead of going through the course one time and having it check complete, going through one time, you would be, for example, 20% done, and then you'd go through it again and you'd be 40% done. And so I forced going through it multiple times, and because it was interactive and broken into chunks, it wasn't monotonous. So it wasn't like, now watch it again, now watch it again. But that's what they would be led through. And a lot of times they didn't even realize they were going through it again. But ultimately, the password led them down a path of training and the testing and the role plays and all the exercises in between. By the time they finished, they already went through it. In my particular case, I set it for 4, so they went through it 4 times. And so they were much more educated and much more trained than someone who went through it once.

And so you get the idea. How do you get— you know, software is very expensive to write usually. And, you know, you know, usually Usually you hear somebody, they get an idea. I've got an idea for a software program. And what that usually turns into is a money, you know, it's almost like a boat. You know, they say a boat is a hole in the ocean in which you pour money. And a farm is a, you know, is a hole in the middle of the country that you pour money into. And so software is kind of like the internet. You know, you just throw it out the window. And so how did you take and get the software written you know, and, and, you know, fund that and begin an operation of where it's paying for itself. How long was that process?

Well, I found it. I found after a lot of work, I found a company that theoretically could do it. Remember, this was in 2000. So I found a company that could theoretically do it. They were building, you know, really custom websites and scheduling software for hotels and, and whatnot. So they had the ability to build it. I painted the picture. They gave me a estimate of what they needed for me to build this, which was like $400,000, and I didn't have $4,000. So I, so I closed them on build it for me and then I'll pay you. And so my sales ability got me the software basically for paying it, pay it when it's done.

Man, you are a good salesperson.

In that case, I couldn't, You know, looking back, I'm like, how the hell did I talk them into that?

But yeah, I, I got the same question.

Yeah, I closed this company to build me the first version, and then I was selling the version as they were building it, and they saw that, that it was being sold. And then I approached the owner of the company and I told them what I was doing, and I told him that I would give him 20% of my company if he would basically allow me to buy his company and become my developers. So timing, whatever, luck, whatever you want to call it, he agreed. So I, so I bought their company, merged it into my company, and gave the owner 20%. And now his development company, which was called StyleWise, became Style Was. And now they were, now they were part of my company.

And so how many employees do they have? When you say you bought the company, how many did they have?

They had about 12.

That's, that's, that's a pretty good group of programmers, a lot of equipment and this and the other. And so how big is that company now? Well, it's my, it's my company, but I mean, just the software side of the technical side of it.

Well, again, I— they became me, and our company now is, is a multimillion-dollar software company.

So, but I imagine the writing the software and adjusting never ends when you've got to go into foreign countries and everything.

It's never ended. We're still developing today.

Yeah. And so talk about the— your first— how quick did you know I had a winner here? You know, you're out there, you start to sell, you've got them writing, you're still in a house of cards, you're still walking on a fence line, you know, or walking on a tightrope at this point. But somewhere in there, you started selling that thing even before it was done. People, people bought the idea. You really saw it clearly because you could sell it and they would buy it. And so how long did you have to be out there selling before you had enough results to say this is going to work?

It took me about 5 years to become where I'm making, you know, a little bit of money. And then that was about 2005. And then about 2006, I was making decent money. And then 2008, I started to make some decent money. And then 2010, I started making a lick. And then 2012, I started making a smack. And then it was about 2015 when I realized that, you know, this, this is working. And so it took 15 years to actually get substantially somewhere. In fact, in 2004, we didn't have enough money to cover payroll. So I had, I had to quit my own company and go run a car dealership for 1 year. I told the guy, I'll be there 1 year. Yeah, I said, I said, I'll do it for one year. And I took all the money that I made to, to, you know, from that car dealership job and paid the bills for the company. So I had to stop for a year and go work for someone else to make enough money to keep it going. And then one year later, all the developers and whatnot, basically they were still getting paid, but nothing was happening because I wasn't there. And so the main guy that I gave 20% to said, hey, if you're going to keep doing that, you know, we're going to go get jobs and we're going to call this quits. So in 2000, at the end of, I think it was 2004, I said, okay, well, I told them one year, it's been a year, I quit. I'll come back full-time and we'll make this thing happen. You know, we'll give it a year. So in one year, you know, we started making a little bit of money. And then, and then, I mean, I saw it from day one. It's just a better, smarter way of doing it. I just didn't realize I was ahead of my time to where internet finally caught up and time finally caught up. Thank God. And then people started adopting online learning a little bit more and then a little bit more and then a little bit more. And now again, I mean, online learning is everywhere. It's a it's a $325 billion business or million, maybe.

I don't know.

It's big.

I've always been on, you know, on the first in on new technology. In fact, my cousin Edward is the inventor of the personal computer, and he in Albuquerque, not too far from where you are. And that's where Steve I think where Steve Jobs, where Bill Gates and Paul Allen started Microsoft at 19 and 20 years old. And so because of him, because of my cousin, I was always dialed into the technology and everything. But the problem is, in fact, I tried to step— I wasted $2 million of my own money working 3 years around the clock on something that I created for our company. We had a financial services company of 100,000 people, and they unfortunately, they weren't online. And so everybody had to, you know, I don't even know how they distributed the information, but I put together a site and we had 3,500 presentations. We had 3,500 audio training things. Among other stuff. And the company loved— after I got it built, the company liked it so much and it just took it from me. And, and I said finally, I said, okay, you got more resources than I do. I can't fight you. But the thing is that being ahead of the curve on tech and technology, it's great because you can create things like you have now. You know, you survive. There's not amount of money you can make now the rest of your life. That's too much. Because you fought that fight. Okay? There is not an amount of money that you could make that would be too much because you have earned unlimited. You know, it's almost like Elon Musk going for the trillion. You know, it's like nobody else did it, you know, or nobody else is doing it. And so you stepped up and made it through. That's why, you know, you're on Rushmore. You know what I'm saying? But the trouble that you can speak to is the fact of being ahead of the curve. It's great once you get it, but the trouble with being ahead of the curve on technology is that it does take so long to get it installed everywhere and get people to get the message and get on board where it becomes now this is how everybody does it. And, you know, as you were going through that time, I'm sure you've gotten asked, because we all do. People say, what kept you going during all of those years? You know, what was in your mind? What kept you going is basically hope against hope. You're fighting this lonely battle. What was in your mind? And I've got, got it. I've got an idea of how you'll answer it, but I'm asking for the people that are listening.

Well, believe it or not, I thought I was 90 days away the whole entire journey. I figured, I figured in 90 days everything was going to be magically different. And literally, uh, 90 days later, uh, I thought, you know, just that much closer. And so like literally for 20 years I was 90 days away. So thankfully I always thought I was 90 days away because that's probably what kept me going. If I knew that I was, oh no, you're not going to make anything for 15 years, I probably wouldn't have kept going.

Yeah, it's great that we have, you know, that, you know, we kind of— our thinking is kind of foggy while we're going through things like that. And I've had decisions I made in my life financially. I woken up in the middle of the night 3 months later after I've just— the boat has sailed, you know, and woke up like, what did I do? And it's like, well, it's too late to worry about it now. Go back to sleep. It's so— how did you start to— okay, so now you get the idea. Okay. They want Grant Cardone, they want John Maxwell, they want Tony Robbins. I'll give them those guys. And so who do you go to first?

Well, I started selling car dealerships, so I went to a guy named Joe Verde first, and he didn't buy. He spent a year trying to basically build it himself. And then a year later, he came back and, uh, had already spent like a million dollars in, in, in programmers trying to copy it. And he said, what, what did you want again? And so I closed, I closed him. And then I started closing some other people. And about 3 years later, I closed Grant Cardone and then, you know, John Maxwell and Zig Ziglar and, and Tom Hopkins and Tom Stuker and like you name them, I was at their door showing them my software and closing them on using it.

Yeah. And so let's just say there's an owner of a company out there and he's got, he's got a training program or she's got a training program. And let's just say their training program for their people, let's just say, is a 6-hour of online training. Are. Let's just— so how long does it take to convert their system over to your system? How does that process work? I'm asking the question for them because I think there'd be a lot of people would be crazy not to be considering this for their own business if they haven't heard about it.

Yeah. I mean, well, it depends on if they have their content created already.

If they have their content created, they're doing it. But, you know, people despise most online things. You know, they just, you know, it's all them in front of a machine. It's usually not set up to where to be entertaining, to go through it twice. you know, or 3 or 4 times and stuff like that. You know, most, most of it's basically a do-it-yourself PowerPoint presentation type thing, you know, or you listen to someone talking their way through a PowerPoint presentation, you know.

Yeah. Well, that's not really training. That's more exposure. And a lot of companies think they have a training program when they have an exposure program. And I don't know where you're from, but exposure here in Las Vegas will get you arrested. It takes 2 or 3 days to kind of plan the project depending on the size of it. But 6 hours of training, I could probably, you know, get it all situated, dialed in and programmed and ready to launch within a week or two.

Yeah. Let's just say someone's got a program and they don't— I mean, they've got a training course and they don't know what you just said. They think exposure is training and they've been putting people through these exposures/non-training and When they go through that same material, how long would it take their people to go through it on with your system?

Well, again, it depends. But what we would do first is, you know, we create leaderboards and badges and points and testing and role-playing and everything based on their curriculum. And then the curriculum itself, again, we would, we would just load it into our system and our system allows us to create what's called interactive video. And so the interactive video allows you to ask questions and, and in, in some cases make offers. So like if, if you're selling your course where we get much higher conversion from the, from, from, from traffic because it's interactive, but from a learn, from a learning perspective, you know, we, we just take that curriculum and then feed it into some AI mechanisms and then boom, it's uploaded with, you know, testing and questions and all the trackability. So it's really the software that does most of it. If they've got the content that You know, all they need is the software now and people can do it themselves. Or I have teams of people that do it for you.

Fantastic. I wish we— I wish we could have time to get into your podcast and some of the other stuff, but hopefully we've got people out there interested enough to where they'll go check you out on the podcast. And your name of the podcast is Dropping Bombs. Dropping Bombs. And easy to find. And your website, if they want to follow up on the training, the program program is Lightspeed VT, as in Victor Tango.

Lightspeed Virtual Training.

Fantastic. And so let's wrap up this public portion of the podcast with people listening. I know we've got a lot of people. I would imagine there's a lot of business owners out there listening that really want to follow up on this. But, you know, We've given them, we've given them the tease. And I know I'm very curious about it. I've got several things, projects that I work on that this sounds like a great fit for. So I'm sure we'll be talking down the road. But what kind of final word would you say for people that, you know, entrepreneurs that are wanting to have a successful trip down the the road that you've been on, what would you say to them to encourage them for to make the most progress in the shortest period of time?

Well, I mean, I would tell them to stop looking outside for the answer and start to look inside. I think one of my advantages is that I have what I like to call a heavenly frequency. So everyone operates in some sort of frequency, some sort of vibration. And if you understand how those work and you realize the gift of free will, well, then you realize that it basically boils down to your choices. So the choices that you make determine the road that you take. So if you want to be successful, I would fix your vibrational frequency. So, so you're attracting the right opportunity. And then I would, and then I would look inward to where you realize it's one of three things. It's your mindset. It's your skill set or it's your habits. If you can perfect the mindset, and then, which allows you to develop the skills and then the habits. If you get those 3 things, you're unstoppable. You can scale a company. I mean, I have probably, I have multiple 8-figure companies now, but it was all personal development and fixing my mindset that allowed me to get the right skills and the habits. One of those being leadership to build the right teams. So, I mean, again, it starts with inside of you, like, like get, get the right energy about you first.

Yeah. And I would encourage people to rewind this and listen to that 3 or 4 times because he said a lot there and he, he gave you exactly the best advice you could get. If you're on this journey and you're out there by yourself, because it's always lonely running things and building things, and you're always inside your own mind. And if you don't get your, your mind right and again, get it on the right frequency, you know, you're, you're, you're vulnerable and you don't— you want that vulnerability to go away. So again, we're representing here big hitters, and this is certainly a privilege to have you on the podcast. And those of you all who who enjoyed what you heard, go ahead and hit like and come see us at bighittercommunity.com. Thank you very much, Brad. Thank you. That's it for this episode. If this resonated with you, do me a favor, share it with someone who's ready to level up. Winners find winners and the right conversation at the right time can change everything. Want to go deeper? Join us inside the Big Hitter community at joinbighitters.com. That's where the real work happens. And if you haven't already, subscribe so you don't miss the next one. Remember that you're either growing or dying, and there's no standing still. Keep winning, and I'll see you next week.