Ramit’s 3 Rules for Business

Good evening. My name is Ramit Sethi. I'm the CEO of I Will Teach youh To Be Rich. And tonight the title was how can I start a business if I can't even see somebody in person? But guess what? I decided, no, we're gonna change the topic because I've been talking about that all week. I got a million posts on Twitter right now on Instagram, showing you examples of how people have started businesses. We got an earnable program. It's closing tomorrow, iwt.com earn so instead, I want to talk tonight about Ramit's three rules of starting a business. Three rules I have found to be very helpful. And then I want to answer questions. Now, last night, many of you, in fact, the number one topic, actually beyond my topic, seemed to be this bug that was multiple bugs that were crawling around. A little millipede or centipede or something. Now, I didn't know what to do. Okay, first of all, I live in a high rise in Manhattan. We don't have bugs. They don't exist. The doormen don't allow them in. I don't know. I guess we paid the premium price for the no Bug building. So we don't have bugs. I had three bugs in a total of many years. So imagine my surprise as here I am, trying to impart my knowledge, trying to do my part to help the world, and I see 600 legs walking past me, just casually walking past me. I don't know what to do. I kill this thing. No, that would be wrong. Also, I don't want to touch that thing. Do I just say, the show must go on? Not with that many legs walking around. So I found this. It's a. What is this? Some kind of saucepan?

Maybe you make eggs.

I don't know what it is. So I. You guys saw last night. It's on video. It's on my YouTube channel. I moved like a savage, you know, the athleticism was unparalleled. I got up. No screams, just pure focus. I covered this guy with this thing. And it sat here all night on the floor and Cas. And I said this morning, you know, let's put a piece of paper under it and take him outside and let him rejoin nature. Of course, Cass did it. I was just watching. And she puts the paper. And remember, we've been tiptoeing around this thing all day because it's in the middle of this walkway. Cass lifts it up. There's no bug inside.

Wow.

This guy. What happened to him?

He escaped.

Was he even in there.

I don't even know. He's gone. He booked it. Felt 20 legs.

20 legs. He just said, like. He's like, I'm out of here. Later. So all the. All the preparation, all the highs and lows. Yeah, there was a lot. It all was for naught. And actually, this is quite the elusive artist. In fact, we had our first friend named. What was it? Herbert.

Yeah.

You know what this guy's name was last night? What? Houdini. We don't know if he was ever here or not. Who knows? So, Houdini, we will see you again one day. But I guess that day is not today. Now some rules for business. I already did it. I did my hand sanitizer already. Keep your eye on the ball, baby. All right?

I'm managing this show business.

Okay? All right, Before I get to my three rules of business, let's give a big shout out to Cass at next level wardrobe. She's been filming every night since we started. She did not know this was going to happen because even I didn't know it was going to happen until we just. I decided to do it. And she's a trooper, showing up every night, you know, using these video contraptions and awesome work. So at next level wardrobe. Thank you very much. Some people have asked me about my fashion for me to talk about that. Actually, they always ask this one question. What brand is that sweatshirt? I'm like, oh, God, that's not the point. We'll do the fashion thing one of these days. Okay? If you guys want to talk about fashion, we can talk about fashion. Cast, Maybe we'll bring you out.

Yeah.

And we'll talk about that place of knowledge.

All right?

And then suddenly she goes, get out of here. This is my show now. I'm taking over. Let's talk about the core colors. Okay? So Ramit's three rules to starting a business. What do you guys think they're going to be? Let me guess what? Someone's going to guess. Do your research. Someone's going to guess. Make sure your conversion rate is above 0.75%. You know? No, those are not my rules. My number one rule is it has to make money. This is number one, because if you do something that you enjoy doing but you can't quite monetize it, that's awesome. There's no problem with it, but that's a hobby, not a business. And I see this so much with beginning entrepreneurs. One of the best examples is we have college graduates. They graduate. First thing they do is they go, you Know what? I gotta start a business to help college kids do? And I'm like, stop right there. When you were in college, did you pay for anything? They're like, no, I stole music, I stole everything. Like, so would you have paid for financial advice? They're like, this is what they say. Yeah. If you have 10 syllables in your answer, that's one word. Yeah, that's a no. Okay. You would not have paid for financial advice in college. You didn't even show up to class half the time, let's be honest. So if your market is bad, if they don't have the ability or willingness to pay, if they don't pass the pay certainty technique, if you've just picked something that's so obscure nobody cares, you can still do it. But it's a hobby, not a business. So meets rule number one of business, it's got to make money. Okay, rule number two, forget scale. @ least at first. Scale is something you hear a lot in Silicon Valley. Is it going to scale? How's it going to scale? And Silicon Valley does what Silicon Valley does very well. They build businesses that scale, at least the ones that are successful. But if you're watching this, odds are you have thought about starting a business for something that is what others would call a lifestyle business. That typically means venture investors are not interested in investing. Even if you're making 10 million bucks a year, they don't want to invest unless you have the potential to make 100 million and potentially scale it to IPO. Okay, the vast majority of people I speak to who are interested in starting a business do not want to go that route. They want to start a business, make a few hundred thousand dollars. Maybe the aggressive or assertive ones want to make million plus dollars a year, and they want to have staff, but manageable staff, and they want to just run it, right? Whether it's a coaching business, whether it's packaging up templates, whatever, they're like, yeah, high profits control my time. Great. In order for that to happen, one of the things I recommend, my rule number two is forget scale, at least at first. And what that means is instead of building all this infrastructure and thinking, oh my God, how's this going to make $100 million? Don't dream about making $100 million. Make $1,000 first. Okay? This means you get on the phone with customers, everyone who buys from you, offer to call them up, chat, say, how'd you find me? How can I help? What should I make more of? Everyone who subscribes to your email list. Send them an email. Hey, notice you joined. Tell me a little bit about yourself. Yes, this is really coming from me. What can I do to help you more? I did this until I had thousands of subscribers. Okay. And many of you know, if you write to me, I write you back, whether it's DM, email, Twitter, etc. So you can still do that. As you grow, there comes a certain point where you will want to scale. And this happened for me when we had, I would say, hundreds of customers, hundreds that were paying, you know, like 500 or $1,000 each. And suddenly we were like, wait a minute, this can actually be a lot bigger than we realize. If we got a hundred customers, then we can get 500. Oh, we got 500. What if we got 5,000 and suddenly we had to start building infrastructure and staff systems. Now people need to know who's owning what and you know, what's the project management and on and on and on. But had I started there and saying I need to build all this infrastructure and project management, I would have done everything except the most important thing, which is get customers. So Ramitz, rule number two is forget scale, at least at first. Ramit's rule number three. What do they get? It's funny that most beginning entrepreneurs are so focused on themselves. I don't have an idea, will I be able to scale it? I don't want to have to hire a big staff. Beginning entrepreneurs are so concerned with themselves that they forget to think about the first person that actually matters, which is not you, it's your customer. What do they get? Zoom out and ask yourself, who are these people? Why are they coming to you? And fundamentally, what do they get? Do you think people come buy my book just because they get the automation system from chapter five or the script from chapter one and two? Right. Or the asset allocation stuff in chapter seven? No, they do not. Yes, that's a byproduct and yes, that's nice. But they come because they want their money to go where it's supposed to go. And that is really important to understand. Where's sometimes, oh, I will teach you to be rich. No guilt, no excuses, no bs. Just a six week program that works. And if you open it up, for those of you who haven't seen the new edition, this is my favorite, one of the favorite updates in the book. Look at these pictures. Amazing pictures and stories of people who use the book, created their rich life. That is what they come for because they want to be that. They want to have negotiated a $10,000 raise they want their investments to have grown tremendously, etc. So it's really important for you to understand if you are a personal stylist like Cass, they don't come to you for a shirt and they don't come to you for you to tell them what brand to buy. Even if that's what they say, they don't come to you for that. If you are selling like a food business, you're teaching people how to cook. The number one question you're going to get until the end of time is what's the recipe? They don't care about the recipe. If you give them the recipe, they will say thank you, they'll feel good and you'll never hear from them again. So you need to understand why they are actually coming to you. Only then can you give them the recipe which they want, but you can then deliver what they actually need. Okay, so with I will teach you to be rich. You know, people read the book because they want their money to go and ultimately they want to feel safe, secure and some growth oriented. Okay, you, you know, I was speaking to somebody today and he was telling me about a 76 year old man that he knows who has a financial advisor and has a bunch of annuities. Okay? Annuities can work this much of the time, but most of the time they're a scam. And they are a scam because you're paying tremendous fees to an unscrupulous financial advisor who is selling you these things and you don't need to be paying these fees. They do nothing. All they do is put money in the advisor's pocket. Okay? This person, if he understood the difference between annuities and index funds, he would realize that he's paid, I don't know his net worth, but probably 50 to $150,000 in unnecessary fees over his lifetime. That's a lot of money. But most investors, you would think that they want to make money, that's why they're investing. Wrong. Most investors, what do they actually want? They want to feel smart. So that is why many of them will hire some unscrupulous advisor to compliment them, to send them tickets to the ball game every twice a year. And they feel smart and they can take their friends and say, look at these seats I got. But if they actually ran down the math, they would realize those seats each cost me $15,000 in fees. This is really deep psychology stuff. Most people when they're investing do not actually want the best returns. They want to feel safe. They want to like the person who's selling it to them, and they want to feel smarter than their neighbor. So you need to understand that, and then you can decide how you want to approach it. So that's where meets rule number three of business. What do they get? Make sure you understand it. And it will take you years, but understand it. Now we're going to get to some questions. Do people have questions about the rules of business?

Cass? All right, first question. What about a business that would not have repeat customers? Is that still worth.

It? Most businesses don't have repeat customers. This is really important to know. One of the authorities on this is Kevin Hillstrom. He's amazing. And what he talks about is there are few companies that have true loyalty. Starbucks has true loyalty. People are going there 20 times a month. Walmart has true loyalty. The vast majority of businesses do not. And this is super hard for people to fathom. It's so hard because in marketing, what do we hear? We hear it's cheaper to service your existing customers than to acquire new customers. That may be true, but the amount of people who become repeat customers in most businesses is tiny. And you can find the math of this with Kevin Hillstrom and others. But that repurchase rate for most customers is tiny. To give you an example that's more intuitive, think about Honda. You love Honda. Indian people. All you know is Honda Accord and Toyota Camry. You love it. But how often do you buy? Once every 10 years. Are you considered loyal? So that is an extreme version of most customers are actually not loyal. They will buy, but they will also buy from other companies, and they likely will not repurchase from you, at least not in any conceivable time period. So what is the implication for you? The implication is you need to think about your pricing. You also need a massive amount of new customers. Now, this is a great question, and the answer is very counterintuitive. It flies in the face of what most people think about marketing and logic as it relates to business. So, yes, it is still worth it. You need to make sure that you can acquire a lot of customers at a relatively low cost. And over time, you need to make sure you dial your numbers in so you can see, scale it, if that's what you choose. But great question. And the counterintuitive answer is that most businesses do not have loyal.

Customers. So this is a question for you from me in the beginning. How did you get your.

Customers? How did I get my.

Customers?

Yeah. Well, I started off doing, like, a little coaching. I remember helping people find their Dream job with business. Oh, sorry, let me zoom. Back when I was in college, I remember I had jobs all over the place. So I worked with Seth Godin, who I cold emailed. I worked at a tech company, I worked at Sun Microsystems and then I started doing a little consulting for a venture, a couple of venture firms. I was teaching them how YouTube worked. This is way back in the day after I graduated to startup and I needed to generate money because we were paying ourselves basically nothing. So to find I took on some clients. You know, I was writing a blog, I'd been writing it for a while and I think I just mentioned like if anyone's looking for some advice on X and I talked about just that as my first kind of real customers for an online product was in 2006 when I rolled out a $5 ebook and I thought nobody would buy this thing. That's why I didn't set up any fulfillment. I just had a PayPal button and I've been writing for a long time. So it turns out just like this, if people tune in a lot, whether it's to a blog and Instagram, YouTube, whatever, and they like what you have to say, if you sell something, some of them might buy it. Turns out they did. And that sort of opened my eyes to what I could do in terms of new products, price points and things like that. So that's how I did.

It. Next question. How do you build trust and.

Authority? Wow, okay, great question. I'm really glad to hear this question because many people I hear from are really concerned that there's no way for them to stand stand out. There's, you know, if you're a personal trainer or you're trying to talk about business, how do you stand out? So my answers may seem. Well, let me just tell you some of my answers. My first thing is I want you to look at the companies who you trust and I want you to really break down why you trust them. Here's an example. Amazon, you trust them at least I trust them because if I order something from them, it's going to come on time every time, no problem. That's it. Notice that they don't have the best customer service. What do I mean by that? If I call up like a super high end place, they're going to take care of me, they're going to give me a nice cup of coffee, etc. Amazon, they don't even want you to call, it's all through email. So we have to really untangle what we trust about Amazon. Also Notice Amazon is not always the cheapest. Very important for everyone. I see a lot of businesses right now discounting themselves as if that's going to save them. And I would say that's probably not the right approach for many, not all, but many businesses. If you look at McDonald's or Starbucks, you trust them because every time you go there, it's the same. Okay, so that's a different reason for trust. If you're watching this right now, you trust me because maybe you've seen some of the results that I've gotten from my students. Maybe I've just been. I've just been around for a long time. So you've seen my emails, my Instagram, my videos, whatever. You've seen me in the press, maybe. So you should break down why you trust me there. As for trust and credibility, you know, the truth is you got to show people that you actually know what you're talking about. That's why one of the things I encourage people to do when you're starting out is to take on some clients, even for free, because it doesn't matter how much you make with your first few clients, the money's irrelevant. Getting that experience, building a portfolio that is going to allow you to work your way up the value chain and show people you know what you're talking about. Finally, I want to recommend a book. One is a book is called the Trusted Advisor. Love that book. And then there's something called the Strategy of Preeminence by one of my mentors, Jay Abraham. And I really love it because it shows you how to bend over backwards and put your customer at the center of your world. In our business, that means we have 100% refund policies on almost everything, including earnable. You join, you get the entire program, and if you don't love it, after 60 days, show us you did the work, we'll refund you the money. Simple as that. So there are lots of things you can do, but most importantly, you need to create something people.

Want to do. You think a brand and branding are important? In the.

Beginning. Oh, okay. I used to think, no way, that's stupid. Now I think most of the time it's stupid. But there are reasons for it. I think if you are in an industry that brand is primary, that it can make a lot of sense. If you're doing handbags, for example, Cas, you've taught me a lot about the retail business. You were in the retail business for 15 years. If you have a handbag and you're trying to compete with every other handbag out there, you got to have a brand that looks and feels compelling, and that's important. I think that sometimes a lot of people play business. They have a great website. Like, a lot of the websites they see out there look better than mine. They have amazing photography. They're doing photo shoots every four weeks. If you're a coach doing a photo shoot every four weeks, that's a huge red flag. Like, big, big. If you have, like a thousand photos and you're never wearing the same clothes once, that's a big red flag. Okay. Because, like, coaches who are busy don't. I don't know. I don't even want to get into it. Just be careful. If you're taking photos every two weeks, I do think there's a bare minimum. But I remember when I started out, I was like, I don't care what this site looks like. I'm just gonna write awesome stuff. So I want everyone to think brand matters. Yes, but quality of content, quality of results, frequency, reach, all those things matter, too. I do think people tend to over index on brand. Brand, at least in the online world.

Sometimes. How do you know when your copywriting is good enough to pursue clients? Thank.

You. Mmm. I love this question. Okay. One of the things that we talk about, we have a copywriting course called Call to Action. And if you got. I think it's open, but if it's not, DM me and I'll get you a link to join. Call to Action. What we talk about in the entire sales page. A sales page for a copywriting product better be good. Okay. It better be good because you're showing some of your best skills and flexing. One of the key concepts in that Call to Action sales page, which is probably 40 or 50 pages long, is that when you write sales copy, you're not doing it to be a copywriting artist. No. The vast majority of people who want to learn copywriting are doing it so they can be good enough and then move on. And to me, that's exciting. I want to know how to be good enough to be functional and move on. Okay. I'm talking about for most business owners now, if you love writing and you want to study the greats, awesome. But that's more than most with copywriting, you know, it's good enough if, number one, it is authentic. It's what you would say out loud. Okay. It's not full of hyperbole. It's not full of marketees. In a day and age of technology, it's critical that we Understand the ramifications of our actions. Shut up. That's not copy, that's marketees. If you would say it out loud to a friend so it's authentic and number two, it is honest. It's honest because it doesn't over promise. If anything it under promises. And number three, if it sells so you could have a really authentic thing that's really honest and it just sucks because you're writing about something nobody cares about. If you have 1, 2 and 3, you're good enough if you want to know how to do it. Join Call to.

Action. Which questions to ask existing customers to understand what they really.

Want? Great question. Yeah, what's going on? Last night we talked about all these amazing stories. They're like two questions. I spent more time chasing bugs than I did answering questions. Tonight everyone's oh, I guess they're just holding it in. Thanks guys. Alright, what's the question again? I got too.

Excited. Which questions to ask existing customers to understand what they really.

Want. So first of all, get them on the phone. I know millennials, you're so afraid of the phone. I don't care. Get over it. Ask them. Do you mind if we spend 15 minutes or so? I just love to know how you found us, why you chose us, and if there's anything else we can do to help you set the context and the general questions you want to ask are how did you hear about us? And really dig in there. If they're like, I found you on Google, what did you search for? Why that? Did you find anybody else? Did you look at them? Why? Why did you decide to go deeper on our site? Okay, cool. Tell me about your journey through our site. Did you join our email list? Had you hear about this program? How long have you been on the list? Of course, you should have already known most of this on your end looking through your ESP data. But you'll discover that sometimes people don't know. Somebody told me they saw me on some TV show I've never been on. So it's interesting to hear that they thought that somebody else told me they bought my book at Walmart. I asked my agent, are we at Walmart? She's like, no, she means target, but she doesn't remember correctly. I was like, got it. Ask them why they chose you versus other people. Ask them what their hesitations were. And then ask them, what did you feel as you were.

Deciding?

Feel? Feel. You want to know? Like were they indecisive? Were they scared? Were they excited? Like, I had no fear. I was Ready to go. And then ask them, what else can I create to help you even more? You do those things, you're going to have such a rich picture of what your customer wants and what you can do to help.

Them. All right, okay, just reading through. Just a.

Minute. Okay, While you're reading, let me add a bonus rule. Ramit's box bonus rule of business is what do I get? What do I get? If your business becomes successful, what do you, the business owner, what do I, the business owner, get? Do I get to pick up my kid from school every day? Do I get to work out with a personal trainer four times a week? Cass and I, we are both business owners. We decided to, we want to travel six weeks a year. And so that means in order for that to happen, we need to be on point, our businesses need to be growing, we need to hit these numbers, but that's what we get. I say this because for the first few years of my business, I didn't ask this, I never thought of this question. And so business just took on a life of its own and it just kind of consumed all the oxygen. If you don't stop and say, why am I working so, so hard? What am I going to actually get out of this? Then I find a lot of business owners, particularly in their late 40s, early 50s, who are kind of burned out because they've worked, they built all this stuff, but they forgot to build the muscle of living outside of the business. Travel, children, charity, whatever the case is. What do I get? And make that a.

Priority. All right, what does your team do? Who was your first team team.

Member? So my team is amazing. The IWT team is remote all over the country. They do. We have team members who work in everything from marketing, automation, customer service. We call them student success. We have product, we have project management, we have engineering. We have my assistant Jill, who I've worked with a long time. We have operations and, you know, a variety of different divisions that are all contributing this beautiful team to creating what we do. And that is why these videos are like very casual. And the videos you see that are released by IWT are like, you know, they got all the lighting and all that stuff. So you can see it takes a lot to make me look that good. And that is the work of the IWT team. All right, so my first hire was a part time assistant. And when I hired this part time Assistant, I believe 10 hours a week. I was young, I was in my early 20s. And my friend, I remember a number of friends said to Me, like, basically, you're trying to show off. And I was like, dude, like, to tell someone you have an assistant and if you're 25 or something, it sounds a little weird, but I was like, dude, once you have to write a paycheck every single, every two weeks, you realize it's not about bragging anymore. The ego stuff goes away. I'm just doing it so I can be really productive. That was my first hire and then went on from there and hired many more.

People. When should I start a legal entity? The.

Llc? I find people worry about legal stuff worth way too much. Way too much. Like, they. I have people who are like, oh, I haven't started because three years. I've been researching it for three years, LLC s corp. I'm like, dude, why you care about that? You should be worrying about finding customers. They are so risk averse that they think that the legal thing is the thing stopping them. So I'm not a lawyer and you should consult one and all that stuff. But if you want to get an LLC, it's like 50 bucks and it takes an hour. Just do it. Really? Most people are using it as an excuse to avoid finding customers, which is way harder and way more.

Important. How do you keep your ideas.

Fresh? Look, what I'm doing right now, I mean, I'm building a muscle every night of showing up and talking about something new. And that is a muscle that you activate. I keep it fresh by doing things like this, by, by talking to my team. I read a ton. And most importantly, I'm getting feedback from customers and readers all the time. Why do you guys think I'm always saying on Instagram, DM me, DM me. Leave a comment. I'm telling people on our email list of hundreds of thousands. Right back. All that comes to me. And so I constantly know, what are people talking about? What are the phrases they're using? And because I love what I do. That's exciting. It's not overwhelming. And so that is how I stay fresh and try to stay.

Relevant. What can I say to my wife so that we can work on earnable together? I can't read the whole question, but basically she has a side gig and mentioned she wants to grow her.

Business. Oh, my God. Amazing. So, okay, I love this question because when we did a weight loss course many, many years ago, we were testing it for 33 years and we discovered that there were people who joined and they were like, I am ready. They would show up for our private videos every week and we would ask them how's it going? And they would say, it's great. Then the next week we'd ask them and they're like, yeah, it was. I came. I was really motivated last week, and then I sat down and my husband said to me, when are you going to eat with the kids like a good mom would? Or vice versa. Okay? And it was heartbreaking because these people had, like, really finally summoned the courage to join a program. They were consistently losing weight, but their spouses or their partners or their parents were sabotaging them. And most of the people who were in those situations never succeeded. It is really hard to succeed if the people around you are actively sabotaging you or just passively not supporting you. So I'm so glad you asked this question. I'm going to give you two answers. The first is I have an faq. It's in our emails we've been sending out this week for earnible with a specific question of how do I convince my partner, husband, wife, girlfriend, boyfriend to, like, come along for the ride or give me permission to do this? That's number one. Check the faq. Number two is, I'm going to give you the short answer here, and that is that you want to start by asking lots of questions, just like I talk about in chapter nine of my book Money and Relationships. You want to ask them, you know, I've been thinking about starting a business on the side. Like, I don't know if it's right. I don't know if it would work, but if I did it, what advice would you give me? Notice this verbal judo where instead of saying, I want to start a business, will you support me, please? You've actually said, you know, I don't know if this thing's going to work. You're being vulnerable. But if I had to, what advice would you give me? You're putting them on a pedestal. And the truth is, they're your partner. You should respect what they have to say. I asked Cas a lot, what. What advice do you have? I'm kind of stuck on this. How should I think about it? Even for some of these fireside chats? I don't know, this seems kind of lame. What should I do? So you engage them, right? And then the second thing is, if you want her to do it with you, then it would be important to paint a picture of where you're going. You could say something like this. You could say, how do you feel about your business right now? And she'll say something. And you listen. You say, you know if we fast forward six months or 12 months from now, where do you think that business is? What would be the best. What would be the worst case? I guarantee you she's never actually thought like that. Most people catastrophize. They think of the worst case. They never actually think of the best case. So play them both out. Then you say, you know, what if there was something that could help us? Would we get a book or a program if it could help us? And then, you know, because she's talked about the best case, suddenly you have a place that you can refer to. Yeah, I'd get a book or I'd get a program. I'd consider it. I'd want to look into it. And then you say, you know, what if we did it together? Like, to me, that would be so exciting for us to set some time every week, quality time, that we could both work on it. And I would need your help, because sometimes I kind of. I don't focus that much. But I would need your help, and I would be here to support you as well in whatever way could. What do you think? Like, I would love to do that with you. Totally different and totally more persuasive and together than. I'm gonna buy this thing. Are you okay with it? That is how I would do.

It. Just a side note, I think we need to do a fireside chat about partners and money or partners in business, because there's some strong comments in here. Like this one woman said, I told my BF I want to do my online biz full time. And he laughed. It hurts so.

Much. Yeah, we should. We should do one about, like, basically cruel partners and what to do about it. And the end conclusion will be everybody break up with him. It's basically going to be subreddit relationships, and everyone's going to end up single after this. How do you become single right now if you're living with.

Someone? Oh, my God, that's probably a whole other.

Topic. We kick them to the curb, and then they're like. It's like kicking them out into Outbreak. It's like, good luck. See you later. They just look. They look outside as, like, the smoke covers up the windows, and they're like, bye. And you're like, my destiny is to be an entrepreneur, not to be saddled down with your baggage. Then you close the door. This would be a great YouTube.

Video. Okay, all right, one more on the relationship.