What Every Entreprenuer Leader Needs To Know About Building Wealth | Troy Hoffman

I burned myself so many times chasing after people, chasing after employees, trying to help them grow. I mean, that's a crazy thing. I'm still growing today massively every day. And then it's like, God, why more? Oh, it's painful.

What do you think prevents leaders, entrepreneurs from wanting to know what they don't know?

You took all this time to learn this side of the business, even get the business running, and now you wanna sell it. Now all of a sudden you're about to get $10, $30 million and you're not willing to spend any time or education on it.

He's been helping burned-out founders find their way to massive exits. Knowing that at least 80% of the people that I've worked with in the past, yeah, when you give them the first step, they don't take the first step.

I think sometimes if you, you either learn it in the beginning and apply it well, or life teaches it to you, because you, you have to learn it.

Hey guys, welcome back to the show. I'm super excited. I've been promising you guys a long time now that we would be start moving forward with guest who will not only have the credibility but also have the heart. And while this young man that we're about to bring on the show today has done a lot of tremendous success and he gets a lot of credit for that, he's also went through a tremendous amount to get there, which is why I love him so much, because his heart is bigger than anything else that honestly is around him. He's been helping burned-out founders find their way to massive exits. He's got the founder of a company called— co-founder of Founders— F-R-E— I'm going to screw that up— fndrs.io.

So we lost the vowels.

That's right. Yeah, dude. Dyslexia. What are you going to do? It's a great welcome to walk my good buddy Troy Hoffman, bro. It's just so good to see you, man. You can't leave.

I love that he called me young man. Yes. Now we're talking. This is awesome.

We both just turned 50, man. You know?

Yes.

It's a good thing, bro.

It's a great thing. It's a great thing. Yeah.

Yeah. Well, man, I'm— dude, I'm super stoked.

Thank you, sir.

You know, I think in some ways I'm kind of like you. Like, you and I first met, believe it or not, about a year— well, last year's Create.

Yeah.

Technically, it was like a quick handshake. Hey, nice to meet you. Friend of Ken's. Friend of Ken's. Yeah, I heard you on stage. I'm like, I like this guy. Yeah, like, I really like him. I really see, like, genuine— like, I was— I've shared this with our mutual friend Jake and, and Ken, that I don't meet a lot of genuine, heart-led, successful entrepreneurs. I meet a lot of— and I don't mean this in a negative way, but I, I see it, right? A lot of ego-centered entrepreneurs, which tells me they're still trying to find themselves. So it's not blame or shame or condemnation. I've been there myself.

Yeah.

Right. And I don't know. Then I shadowed you. We get it. We did a mastermind. I say we did a mastermind. You were speaking at one of Ken's masterminds. I was sitting in the audience.

Oh, yeah. That was awesome. And what I loved about that mastermind specifically, you, you talked about like, what if we partnered with Ken to help Ken build his thing and came alongside of him? And you were the one that cast that vision for me specifically. Really? That's why I like— I didn't really ever think about it. I just thought I was supporting Ken, but it really think of it in the context that you framed it. And it was so great because I was like, yeah, we need more people to kind of partner with Ken because Ken builds rooms.

Yeah.

For people, we just kind of pop in, pop out.

Yeah.

Type thing. We still can do our thing but still support Ken. And you were the one that framed that whole thing up for me, actually. Yeah, that was awesome.

Thanks, bro.

Yeah. And I loved how humble you were, like, because you could build— you have your own stage, you have your own studios, you have your own everything. You building your own conference, you're like, I don't really want to build my own conference. I'm a little I'm kind of done with that. Like, I can do all that work. Yeah, let's just support Ken and let this thing go big. Yeah, like, yeah, that's a great idea. Let's do that.

Yeah.

So you were the one that actually framed that up for me at that event, bro.

I had no idea.

100%.

Dude, thank you so much.

Yes, it was amazing.

Yeah. Well, one of the things I picked up just by hanging around you is obviously we had like a just a kind of men's get-together. I joined Ken's Corner as a way to kind of understand him, understand what he's trying to build, really, because I have to understand more by watching. Like, I kind of like really pay attention Um, and just, I like to try to operate in discernment, and I see you doing that constantly in the back of rooms with people, with relationships. Um, I wanted to start a little bit right there because I find that a lot of entrepreneurs, um, including myself early days, are not very discerning. So talk to me a little bit about how you found your way into, like, really kind of pay attention and discernment.

I don't know, see, I'm still working on that. My, my investment philosophy has been undiscernible, as Ashley says, and Scott Duffy says I'm not a great investor because my my sermon gets jilted because I believe in everybody, and that's a hard one for me because I want to support everybody. I want to help, and I've had to learn recently only by the sheer fact I have nothing left to give. Like, I'm maxed in time, I'm maxed in investments, I'm maxed in energy in different places that I have, and I can't even get back to the things I mean we're working on now. I think sometimes if you either learn it in the beginning and apply it well, or life teaches it to you because you, you have to learn it, or you never learn. You just kind of just keep failing over the same damn crap over and over and over and over and over again.

Yeah.

So I feel like I'm really learning it now more than ever. I'm pretty good with people in general, but I've had to keep refining and refining and refining and refining it. Right now I'm like, I want to help but I can't. Like, you We talked about it yesterday or today. I can't remember when it was.

It's been a blur.

We're at the 48 Hours.

We're at the 48 Hours conference.

It's been a blur. It's like literally you go from 7 in the morning till midnight every day. And if you want sleep, you're not gonna get it. Yeah. And so, but I think you talked about is like you wanna be a heart-centered leader and help everybody, but you can't help everybody. And so I'm at the max. Like I've done that so many times trying to help so many people. I've burned myself so many times chasing after people, chasing after employees, trying to help them grow. But they're the ones holding the company back, not me. And then I'm holding the company back if I'm not firing them.

Yeah.

And so I've, I'm still learning that. I mean, that's a crazy thing. I'm still growing today massively every day. And then it's like, God, why more? Oh, it's painful.

Yeah. You know? Well, and the thing I love about you too is you, you're not just saying that you, you put all your time and energy and resources into constant growth.

Mm-hmm.

And constant awareness. I will say that one of the things that I discovered because I used to have a really hard time saying no.

Yeah.

Or because I'm like, I think this is one of the things that you and I vibe with. We want to help everybody.

Yes, we try.

We genuinely want to help everybody. And then I started asking myself, is this mine to carry? And if the answer was no, I would try to turn them on to a solution of some kind that could get them the next step, knowing that at least 80% of the people that I've worked with in the past when you give them the first step, they don't even take the first step.

Yeah.

Have you experienced that working with some of the founders as you're trying to help entrepreneurs get ready for exits?

Well, I don't even get on the phone with many people. If I do now, I'm like, either I feel guilted into it or I'm trying to help them and see what they're gonna do or not. Because honestly, like even today, like there's just so many people coming at you and then you're like, I gotta see what I can help or what I can't help. One guy's selling a company for $300 million. His assets are spread all over the world. I think I can help. I think I can apply solutions to him. I'm gonna give him my number. I think some of these other people I have to divert to like Instagram or LinkedIn and help the other people are chatting with people to kind of watch things. I can't even respond. I mean, my, I wake every day and I'm like 189 messages on WhatsApp and I have like 226 messages if I don't look at my phone all for one day on my like regular green circle, you know what I mean? It's like I can't take anymore, I can't do anymore, and I'm not going to serve anybody then. I'm not going to serve my family, I'm not going to serve my wife, my kids, my daughter, you know. I can't even help them if I'm not like releasing stuff and passing things off. And today, like, as much as I want to help, I was like just acknowledging where people are at, sharing like what you said, give them some type of resource so they'd go after it, and see where they go and try to suggest EO, YPO, whatever, you know, little local entrepreneur groups. Go build one, whatever it takes. Or, you know, try our funnel at Founders because that will weed out the people, right? Because immediately they show up on the sales call, they've got to buy a $5,000 valuation. I don't think it's anything for their get. I mean, it's like nothing for the amount of work and time and money it costs me and my team to do a $5,000 valuation. But it at least starts immediately there. And some people go, oh, that's too much. I'm like, yeah, so they're not going to get it.

That's already an indicator that they're not ready.

Yeah, you're not ready, honestly. Like, if you're going to sell a company, I mean, you've got to— I mean, your own estate plan is going to cost $100 grand minimum or something. Do something right. All the stuff in prep, exit prep could be $50,000 or another $150,000. I mean, like, if you got attorney's fees, the closing fee. Yeah, it starts adding all these things up and you want to really— and that's just to sell, like, not even to get really prepared. Like, you really want to get prepared. You need to bring some amazing humans in to really grind in your company. And that's at a pretty high-level company. I mean, if I said, are you SOC 2? And they're like, SOC 2?

What?

I got 2 socks on. I'm like, okay, never mind. They probably aren't going to know what these things are. Where are they at? Do they have audited financials? And they're like, yeah, my CPA looked at my books one time. That's not really audited financials. You know what I mean? Well, I have to pay what for audited financials? I mean, you're going to pay a minimum, like $30,000, $50,000 minimum, probably up Now it's $15,000 to $20,000 each year.

Yeah, because we kept them running audited financials year over year for about—

so they already built the system and then they're running it at $20,000 a year to just keep monitoring the audited financials they already originally set up. Then that's why the price goes down. It's like first time they're like, what's this? What's this? Why is this? Where's this? Where is this at? Why are you spending money on this? What's this thing called? Why is this here? Then they start making all their notes, putting on the thing, the system. And so really they go, this isn't GAAP compliant. This isn't GAAP compliant. We had to do this to make this. And then you go, wait, wait, no, no, no, that's a write-off for me. Well, not anymore for you, you know? And you're like, okay, now I've got audited financials. Now they're just going down their list.

Yeah, I think I shared with you we were coming back or going to dinner one night when you guys came to Safe Haven. We had our kind of our men's meetup and I'd share with you that part of my transactions was a seller's note and that seller's note had a portion of it that was interest only. And then just— I didn't— this is, this is, this is a really good point. There— I always tell entrepreneurs there are 5 constraints: arrogance, ignorance, impatience, fear, and insecurity. Those things will hold you and your business back from getting you where you need to go. Your leadership— it just disrupts everything. Ignorance is a big one. And one of the things I've seen you and Nick talk a lot about is you just don't know what you don't know. I discovered the hard way that there's a difference between interest income and active income or operational income, and it's taxed completely differently.

Yeah.

And these are things that I've learned the hard way, and there's there are things that could have been avoided had I just known better. What do you think prevents leaders, entrepreneurs from wanting to know what they don't know? What do you think impedes them from, like, being more open to it?

I think their own success, our own success, because we're— unfortunately, we're probably the smartest people sometimes and the most successful people in our circles. A lot of us kind of become that, right? And because of that, we're like, oh, I know a lot, or I already went to a Tony Robbins, I already went to this. But because no one else is in your ear showing you what else you need to learn, you don't even know it exists. And that's like the uncovering. And thank God for the internet right now. Like, I started, I didn't have the internet. That's how old I am. There was like no learning. You had to buy books, you had to go to the library. So many people teaching so much. Now the process is, okay, how do I know what to do, when to do it, and how to do it correctly, and what sequence, and even how to cut, even how to test it. Yeah. And then who do I trust of that knowledge online? So I think that's kind of part of that whole thing right now, right?

Yeah.

So I think one of the key factors is like we really need to have someone show us like you need to look at this. You need to be— and the problem is we need to be sold to go do that. I need to be sold. Like, I'm still doing— I'm still shocked. Like, I always talk about Patrick, but David.

Yeah.

Why? Because, like, I don't know what made me say yes, but I said yes. So I signed up into this coaching thing with him.

Yeah.

And I show up and I get 15 minutes with them every month, and I don't even know what I'm going to ask. I tell them that every time I show up, like, PBD, just here's where I'm at. Tell me what I don't know. Why? Because I don't know the question. And his team, who are not high-level people, they always want me to come with a question. Well, low-level people come with a question. High-level people come with a show-me-what-I-don't-know attitude.

Ooh, that's good.

That makes sense.

Yeah.

I don't know how to explain that. Like, I know a lot, and if I knew the question, I'd probably find the answer. But until I know the question, I can't find the answer. So PBD is magical. I don't know how he does it. He's brilliant. Who he is, how he does it. He is, he is the— he is a machine. He is an epic machine, man, honestly. And levels that— he's like Tony Robbins. Yeah, those guys are whoever, however, God, whatever, wham on those people that became superhuman. They are superhuman. They are the Ray Dalios. They are the Stephens of running Blackstone. Like, I mean, it is a, it is a mind-boggling thing to watch this man answer and articulate something. And like one of the calls a few months ago, he gets on the call with me and I'm just talking about what I'm doing. And he kind of leans back and he goes, Troy, who built McKinsey? And I was like, well, McKinsey, right? And he goes, yeah, but he was like the only guy at first. And what he wanted me to see was like, I need to step up and I need to not be in the shadows I need to get my name out there. I need to get Nick's name out there so that way we can push Founders, so that way we can drive traffic into Founders. And I wanted Founders to be a brand without our names being known at all. And PBD's like, you gotta get your name going. You gotta get your name going. 'Cause even McKinsey started, and McKinsey's one of the top consulting firms in the world, global, the biggest, the best, the gnarliest of all consulting firms almost. And like, These guys started with one guy promoting, and then throughout the life cycle of it, you have all these other people that popped out and made McKinsey famous by their brands, their names, or whatever. Like Tom Peters. Tom Peters is the infamous McKinsey person that became famous and brought business because of his book, right?

Yeah.

In Search of Excellence.

Yeah.

And we look at this and we're like, okay, I've got to keep out there. I've got to drive. And that's what PBD or someone like that at a high level that's able to show us what we don't know. Tom Wheelwright just did that to me again recently, man. Tom just, man, into my life, man. I met him on Mosquito Island. What's up, buddy? I love this guy. We were on Mosquito Island and I'm sitting next to him. I had no idea who Tom Wheelwright was. I had no idea. And I'm just sitting next to him. He's like, I'm a CPA. I was like, well, tell me what you don't know. You know what I mean? And I thought I knew something. And I wanted to see who this guy was, to see if he was like legit or not CPA or what he did. He blew my mind with stuff he's taught me recently. Blown my mind, exposed me to things that I would not have seen, not understood or not fully comprehended. And I, and I, and I'm constantly walking into those rooms over and over and over again. And I'm in search of those rooms right now. Show me what I do not know.

Bro, that's so good. I want to piggyback on PBD for just a second. I haven't met him, I think once or twice, honestly, but I've met his— talked to his team a lot, several people on his team. And he does have a machine. Him inviting you to be called higher, I think was absolutely brilliant. I'll tell you why. So I've been part of your world, meaning I've been at least in earshot for the last, call it, year and a half. Okay. It was you that made me want to go check out Founders. It was the man that I saw that was not promoting Founders, but embodying Founders. Like, it's nothing for you to share truth from the stage or truth in a mastermind or truth at a dinner table or truth in a car going to and from somewhere. It's nothing for you to drop what you're doing in a, you know, one of our men's meetups or something like that. And pull out a marker and say, what do you want? Let's get you there, and map the whole thing out. And you only think about it— I think you and I operate very similar. It's like, hey, what's the need? Can I solve it? Let's rock and roll if we can, right? So I think that advice is advice we all would have shared early on as we've gotten to know each other, is the importance of Troy Hoffman, right? I'm getting— just getting to know Nick now, but yeah, you know, I've gotten to know the man Troy Hoffman, and the man Troy Hoffman is what took me to Park City.

Nice. Thank you for coming, man. Yeah, and trusting me.

Yeah, dude. And when I got there, I absolutely love what you guys were doing. And I think because maybe I'm serving more of the earlier stage burnout entrepreneurs that are overwhelmed, they're trying to figure stuff out. Um, a lot of, a lot of the folks that were in the room were a little further along from the folks that I typically, you know, jump in and help. Um, and what I saw was love Care, strategy, connectivity, consistency, clear next steps. What I was surprised about is when we got to the end of the event, I wasn't surprised at all about the stories, about the testimonies of the people that have been part of the tribe for a long time that are already well on their way to exits. I wasn't surprised about you showing up. I wasn't surprised about, dude, the people you put in that room. Bro, Tom Wheelwright was in the room. Our buddy Scott was in the room, right? Nick was obviously kicking butt, you know, kind of leading the event overall.

Nick's amazing, you know what I'm saying?

So the raw talent is kind of like this one thing that you and Ken share in common is putting high-value people in the room at the same time. I think one of the things that surprised me was how little you guys are, or how much you're doing for how little you're asking them to invest in themselves. Thank you. Um, you know, when you got done sharing with the, with the, the folks there that were ready to go to the next step or not go to the next step, um, I shared because I wanted them to have complete perspective about how much money I spent or invested in my own exit. I had to go back and redo 3 years of books— not redo the books, but like correct problems that had shown up in the books. I had to go to different departments and start working on different things to increase the profitability, the EBITDA I wasn't even paying attention to EBITDA for the first half of my business career. Like all these different things. And here it is, you guys are doing it for a fraction of what I had to invest in myself. And I felt like I got a pretty good deal in the marketplace. So I think the— there's two piggyback questions. Why do you guys focus so much on the heart and the entrepreneur itself? And two, why have you made it so affordable for people to work with you guys? Because you didn't have to.

Well, I think the heart is kind of just who Nick and I are and what the process we went through at Wake Up Warrior. So Nick and I met in Wake Up Warrior with Garrett J. White, and that world was a forging of some amazing, amazing humans that went through that, you know, crucible together. There's about 1,000 guys that really probably went through the crucible. There's probably about 300 or 400 that did the really extreme crucible, another 200, 300, a little bit less, then a lot got easier at the end. I think that crucible gave a common bond, and a lot of these are already entrepreneurs. They're all husbands, fathers, or just men trying to become better. So I think that laid the groundwork, and then Garrett required people to kind of be truthful. It was really a lot of truth, a lot of heart in that thing. Right. So I think that is— and that's just who Nick and I are. Right. So that was one thing as us as entrepreneurs, we already had that kind of thing. We did that thing. And then I was in EO and EO is very much a heart-centered group. I think EO is. People give and give and give and give to each other. It's like the blind leading the blind, though. That's the only problem with that. The L. You don't sometimes have a higher level— people are really helping guide you. And then we want to systematize and automate this process. So Nick gets tired of me saying this, and he's going to bust my balls. He's going to be like— I always say it over and over again, leave alone— I, I'm building the Henry Ford model of business. There is a Henry Ford model of like scale and exit, scale and exit. I mean, you run Model Ts all day long in any type of company, in any type machine to some degree. Yeah, I think that's the other thing we're trying to build. And then we want to be able to have a pipeline and an ecosystem because otherwise it becomes all about Tony Robbins, all of— all goes all about, you know, Garrett J. White. Or just unfortunately those organizations are harder to scale. And what I need is a system that people and thousands and thousands and thousands of entrepreneurs can come in and then they can be part of the system and then they can do it and It doesn't even have to be about Nick and I. It just needs to be a machine. There needs to be a software. There needs to be a whole ecosystem of this thing so people know how to scale, they know how to exit, they know how to financial management. And we bake all this software, we bake it in the Exit Advisor. Then now the everyday entrepreneur can actually achieve this. And now we have an ability to do it. And then there's no way not to do it. Yeah, there's no way not to spend the money on it. And there's problems. I mean, like, you, you can't grow at the rate we're growing and not have, you know, a delay of emails for 10 days. And also someone's upset or something about something. And I was like, okay, great. You know, we're always trying to make it up for people. That's the one thing we're always trying to do is like, hey, we may drop something or not have it right away. Like, I can't do the weekly calls very well. My travel schedule is crazy.

That's why I'm doing this.

And I missed one call. I was landing like 45 minutes late for the call because The plane got stuck in the air. I didn't have Wi-Fi. So I'm like, sorry guys, I can't do all of it. Don't get mad at me. If you don't— if you get mad at me, don't be a part of it. You know what I mean? But then I spent 3 hours on another call with them sorting through a lot of problems and figuring out the plan, right? So we try to really make up for it. And then we're constantly offering resources and teaching the education that you're not going to see anywhere else or be exposed to. And that's one of the things I need other people to understand, that you've got to take the time to learn all of this. You took all this time to learn this side of the business, even get the business running. Now you want to sell it. You're only making $100 grand a year, $200 grand a year, $300 grand a year right now. All of a sudden you're about to get $10, $30 million and you're not willing to spend any time or education on it. That's your bad, not mine. When you leave— but we're offering it now.

Yeah, you leave them a lot.

You leave millions on the table. Your biggest payday usually comes from the sale. And the people you You used to say this to me and I didn't get it. That's why we work so hard on trying to market and sell, 'cause we're not selling it for us, we're selling it for you. 'Cause you need to believe it and you need to see it. And you and I now understand it, but we didn't understand it before.

1,000%.

It's crazy. And it's like, how do we help more people? Why? 'Cause I also know this, the one thing I found is entrepreneurs are giving. 95% of all entrepreneurs when I talk to them, want to give back. They want to pour into people. They want to, they want to sow something, start a charity, do something. They're super motivated and they actually can do it. Yeah. I'm tired of people coming up to me and they're broke. They've never done anything and they want to start a charity. Like, great. Some of those, I say 1% maybe make it.

Yeah.

Of those, the rest, all of them fail. Why? Because they're dreamers in a great way. But you must have skill sets, you must have resources, you must have management skills, you must be able to get people on board to go impact society. So yeah, dude, to give and to give and build a giving process in some way, shape, or form. So those entrepreneurs are the ones that can give and actually have impact. You can have impact. I can have impact right now. A lot of these people can't because they've never done or built anything. They need to go, go make money, go make your own money, go spend your own money, go learn on your own dime. Then come back and go start your charity. Then it might be a success.

It's bringing back a memory when one of the first masterminds you met me at. I knew— I'm just going to share publicly, but privately, that there was a lot of success in the room. There was someone who we're now— I'm obviously a donor of and stuff, Dr. Isa, and what she was doing. And God highlighted her on stage and said, she's trustworthy, she's trustworthy, she's trustworthy., and I was really disappointed at first that sometimes wealth in the hands of someone who's not stewarding is not really getting impact. One of the things I think you guys are doing really well at Founders, you're helping them understand what impact really is by helping calling them higher to a healthier identity. So when there is opportunities to give and give generously and lovingly and out of joy, we take advantage of that. Is that something you've always had? Is that heart to do that, or is this something that's been cultivated?

I was born like that, man. My parents were super giving. My dad was super giving. My mom, super giving. They were both super loving. Yeah, they were incredible people. You kind of grow up around that. I got super lucky. I mean, I hear your story and I'm like, man, you're a superhero in my eyes, Stephen Scoggins. Your story of what you've talked about, man, Dude, you were, you were the ultimate, like, superhero, man. Like, you know, the story, transformation, flying with the cape. Like, I, I was lucky. I grew up, I grew up great, man. Like, you know, I grew up really simple, you know. I grew up with great parents. I have no real issues. I have nothing crazy. Like, I grew up in a great society, like a normal Middle America upbringing type thing, you know what I mean? Like, and I just, I was I was a giver. Like, I was trying to serve people, help people. Like, that was innate in my nature, built like this, you know? And I mean, I've always been giving. I've always been trying to pour into people. I've always been trying to serve people in some way, shape, or form, you know? So it's easy for me, right? I can, I can do this all day long.

Yeah, dude. Well, I'm glad because I feel like we're brothers from another mother in a lot of ways. Um, a couple more questions and we'll have to get going to our, our soiree.

But oh my— yes, my brother's waiting for me.

Give me 3 things that you wish you'd known earlier as an entrepreneur that you now know, now that every entrepreneur needs to know.

I'm always going to go back to basics. Number 1, body first. Body first. There's a guy named Robert D. McDonald. He was one of the original founders of neurolinguistic programming. This guy is a legend. This guy's legend needs to live on. People need to know about this guy, find his information, find anything about him, learn from him. He created the foundation with like Virginia Satir and all these other old school Richard Bandler guys, the body of work that became NLP, which became Tony Robbins stuff. He's still an NLP guy, basically. Date with Destiny, the 6 days of just NLP, right? All the different forms of value elicitation, applying these tools, you know. And so Robert D. McDonald always told me this one thing. He said, body first, body first, body first. And he was still going to the gym till he actually— something happened. He had to go to the hospital and then he died like that in his like late 70s. The guy is impactful to no end. So I would say number one is body first. Number two is, you know, books, tapes and functions. Old school Amway. Old school Amway. Why do I say that? Because like you need to be listening to audio books. You need to be reading books. You need to be getting in events. Why? Because you need constant information, constant transformation, constant education to go to the next level over and over and over again. I wouldn't be sitting here today doing this if it wasn't for PBD pushing me so hard to go build something specifically, right? Like, you need books, tapes, and functions. Third is a true mastermind. Like, who is in your true mastermind. Like right now I am constantly jumping in all these masterminds. I'm a part of something I call the Necker Island Mastermind with Yanik Silver, and Yanik's exposed me to thoughts I wouldn't have. And I would— I get to sit in a room with Richard Branson and hear him talk and share and think of ideas and other amazing humans. I'm with Ken Jocelyn's mastermind. I mean, like Garrett J. White's mastermind. I'm in all these different masterminds so that way I hear what other people people are thinking and they're sharing their thoughts with me. And also, like, my thoughts grow. I grow as a human. I get pushed by somebody all the time. The more I show up, the more I transform, the more I'm able to create a world that I would not otherwise live in.

Dude, first of all, that was powerful.

Thank you, sir.

Second of all, you freaking crushed it today on stage.

Thank you, sir.

You really, really did. And, uh, I know that's not always been your, your, your comfort zone.

So no, not at all, bro.

It was so, so good. So I know we have to get to our swag away. So let me ask you one last final question. Yes, sir. Where can everybody find out more about Founders and how to engage?

I would check us out on Instagram at Founders, FNDRS.io. There's @hoffman_troy on Instagram and there's Troy Ian Hoffman on Facebook. There's Troy Ian Hoffman in LinkedIn. There is founders.io on the website. There are like— we are everywhere. We are trying to grow. So follow us, like us, and I promise you this, we will help you scale and exit.

Love you, bro.

Thank you so much, bro. Love you, man. Awesome. Thanks, Stephen.

Hey guys, that's going to do it for this episode. As always, like, subscribe, share, do all the things. It does— as bad as I hate to admit it, it actually helps get this word out. As you can see, we bring on very powerful people who have gotten their power or their authority through doing the work. And we've decided on this channel and this new— this podcast that we're going to do that over and over again. So here's to becoming one part lion, one part lamb. Rise, Lead and Last. We'll see you in the next episode. God bless.