Episode 121: Reframing Customer Loyalty with Jack Daly

Give it to me. Chris. I'm waiting here, bro.

So should we start?

Yeah. I'm sitting here waiting.

You don't want to, you know. You know, a little banter?

I don't want to fake the banter.

When I want to have a special moment.

Yeah.

I want a little moment together.

Let's go, man. Let's go.

I can't. I can't help laughing that I could never be a comedian, because when I say a joke, I just laugh like crazy, like Jackie the joke, man, and it sounds so dumb. So you have stumbled onto one big joke, and it's called Episode. What's the episode today?

Well, first of all, it ain't no joke, and I want to. This is serious stuff. We're gonna talk about profits today on the Profit first podcast. Episode 121. That's how you bring it. That's right. Oh, man.

Yeah. Are you in a hurry, bro?

No. Listen, when you hear our guest and what he's got to bring. Yeah, I'm in a hurry to hear Jack. I am.

All right, let's do it. Well, welcome to the show, everyone. We're happy you're here. My name's Chris Curran. I'm the founder of Fractal Recording and Paws yous.

And I'm Mike Michalowicz, the author of Profit first and my newly released book Surge along with the Pumpkin Plan, the Toilet Paper Entrepreneur, A new book I got coming out called Profit first, revised and expanded portfolio and Penguin releasing that and another book coming out after that. So, you know, get that library started talking about libraries. We have a freaking cool book you're going to hear about in just a minute. And you are. Oh, also, you.

You.

Who are you? I did Christina sitting to my side so I don't see her. Welcome, Christina.

Thank you.

And you are listening to the Profit first podcast. This is a show where we discuss and explore all elements of profitability. And today, selling your way to profitability. It's the alpha and omega of profit is sales. If you ain't doing it, you ain't making money.

That's right. Sales creates the revenue. And, hey, look, revenue's important, but profit's more important. And revenue might be a tall glass of water, but profit is as important.

As your family and your daughter. There you go.

He stumbled his way through it, but he made it work. That's right. You can hear the show anywhere. You're listening to podcasts, any podcatcher, itunes, stitcher, tune in radio, even Google Play and our website, which is awesome because you can Actually participate. You can leave comments and ask questions. Go to the profit. Sorry, not the www. Profit first podcast dot com. Profit first podcast dot com. You'll end up. You'll see all. You'll end up on Mike's website. You'll see all our episodes and you can comment there as well. A lot of people do, actually. Go read the comments.

Exactly. Share some. So what have you been up to, man?

Oh, well, my parents are coming into town and then we're gonna go stay in the mountains at this place that has an actual hot spring. Like a pool that's fed with a real hot spring.

Oh, that's.

I've never done. This is it.

That sounds awesome.

Yeah, it sounds awesome. But the thing is, like, okay, the water's nice and warm. Okay, you go in. It's like a nice warm pool. Whatever. Whatever it is, it's. I'm sure it's good. But what if the earth starts putting out, like, really hot water and all of a sudden, could it burn you? I don't know.

Oh, yeah, there's someone who died on one of those. Not Old Faithful Geyser. Some guy went up and decided to touch it in Yellowstone Park. This is about a year ago. Killed him on the spot. Moreover, you know, I don't think he fell in. I don't know. No, he burned to death. That's. Dude, that's heated by lava. It's like lava, dude.

Oh, it's not funny.

I think you'll be fine, Chris.

What have you guys been up to?

Well, I'm starting speaking insanity, so we're recording this in September. I know. This will come live in October. Starting tonight. I have a gig. I got a gig tomorrow. I got a.3 gigs next week, and then I'm on a travel binge. Oh, craziness for November. Yeah. Planes, trains and automobiles. But looking forward to it. Before, bring our guest on. Who's Jack Daly, by the way? You know, I was speaking in Quebec City. I was invited to speak, and I don't necessarily get intimidated by presenting with other speakers. Literally, Guy Kawasaki. I'm doing a speech with Guy Kawasaki, and this isn't like, oh, we're sharing the stage. And I'm like, on a side stage. No, no, Guy Kawasaki is the opening keynote. I'm the closing keynote. And the guy in between is Steve Wozniak. That doesn't intimidate me. This guy, Jack Daly intimidates me because he. I'm telling you, he is the best. The best presenter. I've watched him over his. Well, the last 20 years since I've been in the entrepreneurial space. I saw him speaking 20 years ago and he blew me away. And he's only stronger and better now. So that's why I'm so jacked up to get into this. But first, I do want to thank. We got a shout out.

We do. We have a shout out. And I also want to shout out one of our members. Which would you like first?

Let's do a member and then a shout out. And let's get Jack right on the show.

Okay, So I want to shout out Cindy Nolk. Or is it Noel?

No, it's Nol.

I knew it was Nolan. Mr. Obi. Ron Kenobi likes to silently. Yeah, no. So Cindy Nolk, she is in New York State, one of our New York state bookkeepers. A Mastery member. She, I believe has a niche in plumbing and she is a freaking rock star. I believe she's also attending an event next week with.

Yep.

Yeah. So she took us.

She's working the plumbing outlet who's brought them from 5 million to $32 million revenue. She's working with another one, that's Tim Camera's last name. Tim took them to $10 million in revenue. And profitability is skyrocketing in these firms. Profit first. Professionals aren't bookkeepers. They are people who specialize in profitability in your industry and also throw in bookkeeping as a bonus. So that's what Cindy Nelk goes. What else you got? You have one more shout out.

I do have a shout out. This comes from Derek Jenkins and he actually sent us an email. He said, mike, I just got back from the bank and opened up five additional accounts. I have a two year old landscaping company that has a revenue of almost 100k. Was awesome, I thought, till I realized after your book I wasn't making any profit starting at 1% and have a plan in place to move from 1% to 15% within 15 months. So he said he just wanted to give us a shout out. He started listening to our podcast. He thinks that we're crazy, but he loves us. So shout out to Derek.

Derek, we love you, man. Congratulations. Keep that profitability rolling. And talking about profitability, the folks that make the show possible and keep it in the black is Fundera, Nextiva, Receipt, Bank Zero and Fundbuy. Oh, yes. Yeah, I know there's a little rush in my voice because his name is Jack Daly. He is an expert in sales and sales management. He inspires audiences to take action in customer loyalty and personal motivation. And he Delivers truly explosive keynotes and general sessions on these topics. He's a must see. If you want to ramp your sales, you better be ready to get jacked. Jack Dailey, welcome to our show.

I get it.

Hey guys, it's a pleasure to be here and I'm enjoying immensely your banter.

Well, thank you, sir. You know, the first time I saw you present Jack approaches 20 years ago now and you dropped a book on the table, opened it up and said, this is my personal dialogue or tracking system for what I do on a daily basis. Could you give a sense to our listeners what you're tracking and what the results have been?

Yeah. So it started actually when I was 13 years old and I interviewed 200 successful business owners and asked them how they became successful. And that's where that book came from. And they basically said something very simple. You got to have goals, put them in writing, don't pick too many. Put a date when you're going to get them done, share them with other people and identify the activities that need to get done to accomplish those goals. And track and measure every single thing that you've identified as key activities and get people to hold you accountable to this. So I've got a calendar just a month at a glance. And I record every day, every single thing that I do that day that relates to anything that are in my personal and business goals. And then I add them up at the end of the month and I do a month to month tracking. And I can look at it where I was last year, year before, year before that, and what trends are happening, whether it's moving me in the direction of my goals or not. And I have five people that I call the board of directors of my life that hold me accountable to them. And they meet one on one with me four times a year. So that's 20 visits. There's not a month that goes by where one of them is in saying, hey, you're not, you're not performing. And by the way, the criteria to be a board of director of my life is you got to care immensely about me and you need to be a badass. So you got to be really strong to take me on and tell me that I'm not getting the job done when I'm not.

Let's talk about some of the results that you've achieved in this last year alone. Share it.

It's crazy. So let's do it this way. I ran a marathon on Saturday. It was my seventh this year and it was my 86th marathon. It was my 49th state out of a quest to do a marathon in all 50 states. I'm running the Great Wall Marathon in China on May 20th. Next year that'll be a marathon in all the continents. And as a bonus, I'm throwing in the North Pole Marathon, which is the Polars, and I'm doing that in October of this year. I've also done an Ironman on all the continents other than Asia, and I'm doing that in November of next year. I've played 92 of the top hundred golf courses. I visited all of the Presidential Museum, the US Presidential Museum and libraries. And the list goes on and on and on.

Well, I follow you on Facebook, which you use as an accountability mechanism. You bullet point out. I dare say it's on a monthly basis, accomplishments for that month. And this includes nights slept at home, nights on the road, bottles of wine you drank, golf courses you played.

Are you going? The wine needs to be tracked, otherwise I'd be an alcoholic. So I have a governor on me. And here's the deal. I actually sit with my wife two years in advance and decide together how many nights we're going to allow me to sleep in a hotel for business. The demand for me to be a speaker exceeds the supply that I'm willing to provide. So right now it's 120 nights in hotels a year for business. And when we get to that point, we're sold out. It's 130 nights at home and about 130 nights in resorts around the world for fun. Which tomorrow I'm leaving on a two week trip to Venice, Rome and the Mediterranean with my wife. And that'll be 14 or 15 days of quote unquote fun. And quite frankly, when I in October go up to Greenland and run a marathon on a glacier, we categorize that as sleeping in a resort for fun too.

Nice. Now this extreme accountability. I remember you first presenting on this @got, which is called Gathering of Titans. There's always entrepreneurs in the room, some famous names you'll know. Christina, like 1, 800, got junk. Brian Scudamore's there. Fred is there from Burt's Bees. He's one of the, he's the third partner in Burt's Bees. Everyone's jaws dropped, Jack and they're like, I got to do this system. But I've checked in with people, including myself, and no one, no one's achieved that degree of accountability. Are we falling short or is this just applicable to the special few?

No, I. Somewhere in between. So, you know, starting at 13, I'm 67 years old. You know, I've had 50 plus years of this insanity and every year it just gets a little bit sicker. So I don't recommend to the degree that I do it, it's evidence of a very sick human being. But to track and measure things and have people hold you accountable is a methodology of success. And you know, when you talk about profit first. My background scholastically is I'm a degreed accountant and I worked at Arthur Andersen coming out of college. But I've been a sales guy my whole life and use that understanding of the numbers to enable my businesses to not just bring in sales, but to bring in profitable sales. I'm not impressed with people that just know how to sell. They need to sell at a certain price point where we make money and we see it ka ching at the bottom. And so there are systems and processes that we can put into place that will take that revenue and actually manifest itself in cash and profits for our organization. And so one of those systems and processes is what you're talking about. And that is that salespeople need to have their goals in writing. They need to have their targets, they need to have the high payoff activities, what we call HPAs identified and measured on a regular ongoing basis. They need to be in inspected by somebody and that's going to hold them accountable. And that focus is what drives profitable sales.

Okay, so let's, let's dig into your system. You do not only two hours straight up presentations on this, you do literally workshops. I can go for a full day on sales now. We got to do it in 15 minutes together. What is your approach to achieving hyper sales? Hyper growth.

Yeah. So like that one question could take me hours and we got minutes. But here's the banner. The banner that your listeners should really take a take a listen to is sports teams are run better than most businesses. There isn't a coach in any sport at any level that would consider putting their players on the field without a playbook, without the systems and processes that will enable you to win more than you lose as a salesperson. When I get engaged by companies to come in and work with their salespeople, the first thing I want to have them do is send me your sales playbook, send me the systems and processes that your guys are following. And 98 out of 100 companies don't have one. So 98 out of Honda companies are taking their salespeople and telling them each of you go out and do different things, have your own style My largest Salesforce Mike was 2,600 salespeople in that company. I was infamous for running all over the nation. The nation and saying there aren't 2,600 best ways to sell this stuff. Figure out the best way and everybody follow those systems and processes. I am absolutely tired of watching presidents clubs and chairman's clubs where we honor the top producers be the same people every freaking year. They've got the same economy, the same competitors, the same product, the same price, the same service. But your top people are the same every year. Figure out what your top people are, build the systems and processes and call it the playbook.

What do you do with the folks that won't follow it? I think I know the answer.

So there used to be a guy in the NFL by, by the initials to Torell Owens. I think he was best in his position of anybody I've ever seen play. He went on to ruin three teams individually because he had his own style and wouldn't follow the systems and processes that. Here's the better question. Nick Saban, the coach of Alabama football has four out of the last seven years the national championship. There isn't a high school all American that's gone to Alabama. And tell Nick Saban I've got my own style. And so we have to have the courage and conviction and belief in our playbook that we will not be held hostage by a salesperson that thinks that their style is going to carry the day. I can prove through results of our clients that have followed the systems and processes that we know work, that when they follow them, just as you're doing with your accounting folks on the profit first, we're doing it on the top line. We're saying we'll show you how to grow at not 10%, 15, 20% a year. We'll show you how to grow thousands of percent the revenue line per year. Just follow the system and process well.

Is there certain elements that you can share that are core to a good sales system?

Yes. So one of them I just talked about, which was the goal setting process, the measurement and all that, we call that backward thinking. A second one is proactive pipeline management. And so what we say is at least once a month, but our high performing clients do this every week and that is we need to identify who your prospects are. Who is the number one prospect that if you land at that account, life gets really good. Who's number two, who's number three, who's number four. And we work on right on down the list. The next thing we Want to know is when did you last touch them, how often have you touched them in the last 90 days and what ways are you touching them and in what is standing in the way of them becoming a customer? We then move over to the customers. Who's your number one customer, number two customer, number three customer on down the list, how often are you touching, what ways are you touching and what's standing in the way of them becoming a client? And the difference between a customer and a client is significant when it comes to profit. A customer occasionally does business with you. A client is regularly ongoing doing business with you and does a lot of business with you. Successful salespeople and successful companies build one is called a clientele. Now what we want to do with one once they become a client is figure out how often are we touching, what ways are you touching and what's standing in the way of them doing even more business with us. Every salesperson in the organization needs to be held accountable to to that pipeline management process at least once a month, if not weekly. Now let me go to another one. And that is I alluded to how often are you touching and what ways are you touching? The next piece of the puzzle is building a touch system. Here is the fact it takes nine touches on average before a prospect knows you even exist. Most Salespeople quit at 5 or less. The second mistake that's made is we tend to touch our prospects, customers and clients with everything about our company. And the problem with that is you are a pest. People do not want to be sold. So what we encourage them is that you need to touch your prospects, customers and clients in a variety of different ways. That is face to face, phone call, email, voicemail, snail mail, social media, fax, all those different method and touch them with different things. You could touch them with things about the company and things about you, but you should touch them with things that will help them in their business. And so industry specific stuff. You could touch them with things that are general business nature that would help them in their business. You could touch them with things that you know about them personally and you could touch them with things that are fun. And what you do is you build this system and this process and then you put that into play and you are differentiating yourself from everyone else out there.

You, when you present, you often open up with the shortest sales lesson in the world. What's that lesson?

Four words. Ask questions and listen. The majority of salespeople are out in the field showing up and throwing up and all they do is they attack You. And so no one out there wants to be attacked. So as a result, people are on their guard. We have the gatekeepers, we have, we're on guard. What's this guy trying to do to me? What are they trying to do to me? Nothing. In the context of what I call this is what the top 5% of salespeople do. They operate in a place called Rare Air. And Rare Air is this. Help my customers with their needs, opportunities and problems in the best way that I can. Here's the piece. Even if it means not my company or product or service. Because if you help your customers and prospects with their needs, opportunities and problems, even if it means not them buying your stuff, you've increased the level of trust. And at the end of the day, selling is the transfer of trust.

And what about the sales guy that gets the leads and stuff and says, I can't close? It's price. It's got to be the price.

So price objections, thanks for teeing it up. Because. Because we hear it all the time. So price objections is just plain excuse making. Price objections can only come from two places. One, you haven't created enough trust. How do you do that? Care more about the customer than you do about the sell. That's creating trust. The other reason that price objections surface is because you haven't done an adequate job of creating what we call perceived value. The minimum price to do business is you have to have a product or service that delivers real value. If you don't deliver real value, then you won't get repeat business and you won't get referral business and soon you'll be out of business. But here is the deal. First time sales are not based on real value. You see, we can't buy real value until we've jumped in, until we've used the product. If someone engages profit first as an example, until they get involved with you guys and follow the methodology, they don't know whether they're going to work or not. So what we have to do is we have to create the perception of value. If you want to see a great illustration of that, and I have several that I could give you, but here's the ultimate illustration. Apple Computer. So Apple Computer today is the number one highest valued company in the world. But if Steve Jobs knew one thing, he knew that he needed to create perceived value, that doesn't say that Apple products don't have real value. But here's the thing. I'm sitting here and I've got an iPhone in front of me, but I got to tell you there are other people selling phones out there. And if I, if I look at my laptop and it's, and it's an Apple laptop. Well, if I went to a competitor, I paid three times what I could have paid for a laptop. I could have gotten three laptops for the price of my one. But if you went to a cult member of Apple when you know they have a cult, and I said, here's three competitor laptops for your one, the answer would be no way. Well, that is profit. The difference between an Apple product and a competitive product. The difference is not cost. The difference is margin. And it drops to the bottom line. So do you think that people are running into a price objection at Apple? Hell, they're, they, you know what today is? Today is the big announcement on the new release of their new phone. If you went to an Apple store, it'll look like they're giving the crap away. So they don't. They don't, they're, they're not dealing with price objections over at Apple because they created perceived value, Create enough trust and create enough perceived value. The price objection diminishes, if not entirely disappears.

But what if my company sells a generic or commoditized product? Say I sell an iPhone. I don't make the iPhone. I sell it on the iPhone store on top of Main Street. There's another iPhone store on the bottom of Main Street. Aren't I forced into price competition?

Again, if you start with that mentality, it is a bad route. So what I need to do is I need to shine. I need to shine that coin. And when I say shine the coin, I need to figure out what is it that I can put into the play that differentiates me whether that is some type of add ons from a service standpoint, whether that is speed of execution. What we're looking for is, is it something where I will warrant, you know that if you have a problem, bring it back to me if you have problems with getting it set. My iPhone just the other day stopped working from the standpoint of a feature that's in the phone. And when I went into the Apple store, it was a beautiful experience. They ran a diagnostic on it and they said, yeah, that part's broken. So here, here's a new one. Those types of things to be able to do, no matter what you're representing out there, what is it that your competitors are not doing that you could fill that space with? That is where we can create perceived value.

When this podcast goes live, Jack, you'll be Releasing your new book, the Sales Playbook for hyper Sales Growth. What's that book about?

All right, so two years ago, Mike, thank you for bringing that up, by the way. Two years ago we published Hyper Sales Growth. It went on to be the number one best selling business book on Amazon in seven countries the day it was released. And it is still selling off the charts. But one of the things that happened when we published it is the that we had so many people come back to us and say, I've got religion. I now know I need the playbook. How do I build a sales playbook? And I'm like, well, you take this stuff in hyper Sales growth and you put it in the playbook. And people looked at me like I was an alien. And they, I. And I'm like, don't what? And they went, no, I mean like the structure and the forms and the processes and all of the stuff that goes in it. Can't you, can't you show us how to do that? And I'm like, man, the public is telling me that we missed the mark. We need to give them all of the tools. So the systems, the processes, the forms, the tools, everything that's needed to build your sales playbook. Based upon the experience of me building six companies from scratch. International firms and two of them sold to Wall street for a significant premium. And several of them being Inc. 500 companies from inception. Pl 20 years of working with our clients. We have amalgamated. What are the winning systems and processes? The Sales Playbook for Hyper Sales Growth. It'll be out in October. That book details it out. There's never ever again an excuse why a company or a salesperson doesn't have the tool to take them to the president's club or the Chairman's club.

And where can people listening into the show, Jack, get more information on you?

You. So our website, Jack daly d a l y.net and it's as simple as that. Phone. Phone number 888-298-6868.

Smart. One of the few guests that shares phone numbers. Jack, thanks for coming on the show today.

You bet. I, I, I, I, I, I'm hanging in and just listening to your banner.

I'll see you on the road real soon. I'm going to share the story of the taxi cab ride we took back together from Quebec City. City.

Oh, that's cool. Thanks, bud.

All right, man. Take care, brother.

See ya.

See ya.

Nice.

So listen, if you don't, if you didn't just fall in love with Jack Daly, you, you haven't drank the Kool Aid. Like, listen, he was taming. He was toning it down. I said, jack, you can't go into hyperspeed on this call. He toned it down from how he presents at the events. And this is. You know how, like, Bruce Springsteen performs for, like, four hours on stage straight? Sissy. Compared to Jack Daly. Jack goes eight hours straight, and his energy is increasing. And listen, I took in my podcast interviews. I typically take page notes. Six pages of notes. Christina.

I know.

Oh, my God, I love Jack Daly. Okay, so we're gonna share what we learned individually from Jack in just a second. First, I want to thank our corporate partners who made the show a reality. Do you know who they are? Christina? Bank Receipt Bank. Fundera.

Nextiva.

Nextiva.

Fun box.

Fund box. 0 and 0. And listen. Yes. Be a hero. Sign up for 0.

Love it.

Start eating steak. Flank by signing up for receipt Bank. Oh, get the moxie with fun box E. It's getting worse. Right? Where's the other one? Next to what rides with next Diva.

Fundera.

Fundera.

If you. If you go to Australia, Canberra, then Fundera.

There you go. And then what do we do for nextiva? Riva, my friend Riva Lasanski, my friend Riva loves nextiva. Okay, so check out our corporate partners. They are wonderful supporters of our podcast here, and when they heard Jack Daly's coming on, all of them said, said, we're in. We're definitely in. All right, let's discuss what we learned from Jack.

Christina, I have a page of notes.

Which, for you, is pretty. Look at that. That's pretty remarkable.

It's a big deal. For me, the thing that stuck out the most is ask questions and listen. Don't attack a person because you're excited to make the sale. You need to actually listen to what they have to say about it. And for me, I learned to be able to do that by taking part in some improv, which actually, I think is helpful for businesses too, because it makes you listen and then you have to kind react off of what they say. So I think that's important.

Love it. Chris, what was your takeaways or take away?

Well, I liked a lot of. Yeah, I have a lot of notes here, too. He said that the top salespeople operate in rare air. I like that they help their customers with their needs, opportunities, and problems. And that's just what he said. I mean, if you. If all you're worried about is that making the sale, then the. The person's going to smell that on you like a Bad cologne or something, so. But if you really care for them, you're just trying to help. Like, genuinely try to help. That's. You know, it's funny that just being a normal human being puts you in rare air, but I guess it does, so.

Yeah, it does. It does. I. I loved he said, shine that coin. You know, most people say, polish that turd. It's so effing negative that it makes me sick. Like, you're like, oh, I got crap product. He's saying, you got something valuable here, here. You just gotta shine that coin. So I just think even the vernacular he was using was awesome. I liked sports. Teams are better run than most businesses. So true. Could you imagine a team going out there and say, everyone, just do your own style.

Go, go.

You know, Falcons. I'm about to see the Falcons this weekend. Go Falcons. Just do your own way. Nonsense. I loved Build a touch system. Nine touches. To even know they that you exist. And touches should not be being a pest. That's what most people are. Buy myself. Buy myself. Have fun. Support the client. And my favorite, care more about the customer than you do the sale.

And also, he differentiates between a customer being occasional and a client being consistent. So be careful with your verbiage too.

Yeah, yeah. And engage clients. Yeah, I need to.

This is just tremendous.

Cory's not at the level yet just to punch me with a stinger there, but Corey, if you hear me, bro, just sting me.

Well, no, I'm the one with the. With the finger on the.

Oh, oh, that's what I needed. Okay, now you can continue.

You needed that. Okay, so by the way, what you're listening to this. What was your takeaway? What did you learn? Well, you can go to profitfirstpodcast.com profitfirstpodcast.com and go to episode 121. You can comment on this post or ask questions, share a story, maybe have a funny sales story. You can leave it there, there. Or ask a question. Ask Mike and Jack. They'll monitor it and answer you.

Yeah, I'm sure Jack review us, but I will tell him.

Right. With aliens in Roswell, New Mexico, I will tell him. So you can rate and review our show if you'd like to. It's not required. But you know what? It helps, actually. It helps other people find the show and helps them be more profitable too. So that would be helpful. And Mike, Profit First Professionals is a company that you started with Obi Ron Kenobi. And it just needs to be discussed.

But I want to first share the story. And I saved a minute to share the story of the cab ride. So. All right, so Jack and I get invited to Keno individually. He's the opener. I'm the closer. He goes for two, I go for two. And you know, cocky Michalowicz, dude, I've been up there with the best. Now I feel very comfortable in my thing. Now, I know I'm going against Jack D, not against Jack Daly, but people are going to compare. Like, at the end of the show, they're saying, oh, who's better, Jack or Mike? Dude, he handed my ass to me. He was amazing. And I'm telling you, as a standalone speech, I delivered a good speech. His was phenomenal. And so as we get in the car on the way back, we're going to the same airport, taking off separate directions. We grab a cab together. Jack's looking out his window. He's not looking at me, and there's silence. And obviously he goes, why'd you speak today? And the perspiration builds on my brow. I'm like, I'm about to get my ass handed to me again in the cab. And I said to draw prospects to generate leads. He goes, you didn't do that. And then he went on and listed out, boom, boom, boom. Here's the three things you do now. One lesson I've learned over life is when you're given advice by someone that kicks your ass, take that advice and then implement it by the next morning. Literally at a keynote the next morning, Jack said, you got to have a form that people fill out as you're speaking. It's basically an answer sheet, but they fill in the answers, and on there, put your contact information how they can get hold of you. All that stuff, lead capture on the form, because they're going to keep it because it's their own handwriting. Next day, I deliver it. Leads ever since then. For this is the Mike Michalowicz brand has doubled, has doubled. So, Jack, thanks for. For getting me jacked up over that. Awesome.

Okay, hit the road, Jack.

Now. Hit the road, Jack. Yeah, hit marathon number 50, Jack. All right, private, first professional. This is the part I want to talk to you, me and you, listener, about. Okay.

Makes everybody ecstatic.

Yeah. So get your. Where's my whip effect? I can't find. All right, get your ear closer to the phone, listener to the speaker. Closer, closer. There you go. Here's what you gotta do. You got to go to profit first, professionals.com. why? Because we're going to jack you up on profit on Profit. The most important component of your business is profit. What will get you there is sales. But, man, you got to keep that money. So go to profit first professionals dot com. Step one. Step two. Click on the find button in the top left. We will hook you up with a profit first professional, someone that we have trained with one on one, and we work with into perpetuity. A bookkeeper or an accountant or a coach who will drive profit in your business using the profit first method. Then work with them. Follow their instruction. Just like Jack told you how to raise your sales. They'll teach you how to raise your profit and watch the money roll in.

That's right. That's awesome. So profit first professionals dot com. Thanks again, Mike. Thank you, Christina. Thanks again to Jack Daly and of course, everyone in the background over there at profit first professionals, including obi Ron Kenobi. There's his lightsaber and the Hawaiian lumberjack, which I. I need to see pictures of this.

We need. When we say Hawaiian lumberjack, I want to play tiptoe through the tulips or maybe over the rainbow. Maybe we can do over the rainbow. It's a little more suitable. Okay. Yeah, that'll be our.

Oh, there you go. Well, we appreciate you listening. I know you learned a lot today and I know it'll impact your business. So go ahead, go forth. Be profitable. And thanks for listening, everybody. We'll see.

Sam.